A STRONGER GREATER BENDIGO Where all people 2030 can thrive.
Economic Development Strategy 2020-2030 Greater Bendigo takes a bold, transformative approach to its future.
But our history and our deep cultural heritage are also a big part of our strength. We are on Djaara Country. Thousands of years of settlement by the Traditional Owners and the pioneering spirit of gold miners are embedded in our DNA. They represent a crucial part of our story and what we strive to be and what we want to be known for. They provide a binding, often unspoken journey that people gravitate towards in building our identity. Who we are encompasses a number of qualities. We want all our people to see a city that cares for all its people, that is in tune with its environment and that seeks a softer imprint on the planet. A city that values those who are creative and respects those who need support. A city that has a global perspective and reach but is attuned to the importance of local community, identity and networks. Small cities - even great small cities, particularly those in regional settings, often struggle to state their value proposition for their people and for the outside world. Often such statements are characterised by clichéd sentiment that is essentially generic. They seek to try to mean everything to everyone and end up meaning nothing to anyone. While we want to share what we have we don’t simply want to be a tourist destination. While we acknowledge our links to other regions and to Melbourne and we will grow those links, we are much more than an outer commuter suburb. We have built enviable businesses and services in finance and health and our advanced manufacturing sector has a distinct global profile, yet there is more, much more to a community than that. Our housing is affordable for most and our lifestyle is enriched by great heritage buildings and places and as a city in a forest we are envied by many. Those who come for education find a safe and welcoming community. But are these all our value propositions to the world? Why will people come, why will they stay, why will they invest, why will they choose to raise a family and why will they value Greater Bendigo? Different people will have different responses according to their specific needs. Ideally each will find that their needs are met. So what is our identity as we go forward? What will we look like and be known for? When people ask where are you from, what image will they conjure up when you tell them? We will develop and share that response together. It will be the response of an inclusive community. One where everyone feels valued and self-determination is a recognised strength. A community that embraces its past, acknowledges the present, but has a very strong eye on the future. All our people will say - we live in a great place, one that I care for and one that deeply cares for me. ACKNOWLEDGEMENT OF COUNTRY
The City of Greater Bendigo is on both Dja Dja Wurrung and Taungurung Country. We acknowledge and extend our appreciation for the Dja Dja Wurrung and Taungurung Peoples, the Traditional Owners of this land. We pay our respects to leaders and Elders past, present and emerging for they hold the memories, the traditions, the culture and the hopes of all Dja Dja Wurrung and Taungurung Peoples. We express our gratitude in the sharing of this land, our sorrow for the personal, spiritual and cultural costs of that sharing and our hope that we may walk forward together in harmony and in the spirt of healing. IMPLEMENTATION COMMITTEE FOREWORD
Greater Bendigo is a great By 2030 more than 140,000 people will We want to make a difference and want be calling Greater Bendigo home. The to be able to measure progress that place to live and invest and city will have a notable track record. It is indicative of a city that is achieving our assets are the envy of will be renowned for a strong, robust, significant social, economic and much larger communities. innovative and diversified workplace environmental outcomes. Greater that creates long term jobs. We will be Bendigo will be more inclusive and We are a highly liveable, growing a place where people can continue sustainable and a community where regional centre. Businesses are investing to enjoy an exceptionally high-quality more people can thrive. lifestyle as we work towards being and our residents are proud of where We are working towards a focused, recognised as the world’s most they live. Nearly 2,000 additional collective impact approach that builds liveable community. people call Greater Bendigo home on the strength of our city and the local every year. We have a strong base Importantly in 2020, the community and regional collaborative partnerships and by empowering all our people recognises that not everyone is able to that are already in place. We are actively to thrive we will ensure we can reach fully participate in Greater Bendigo’s adapting to the challenges of economic our full potential. We are strongly prosperity. We know that education change, taking practical actions to connected to Melbourne, Sydney levels on average need to be higher manage environmental risks, protecting and Canberra through our transport and the skills possessed by many of our and building on the liveability of our and communications networks, and people need to be broader and deeper region, strengthening the resilience of through our business and government in a rapidly changing economy with our economy and deliver on initiatives relationships. Globally we are engaging new and challenging workplaces. We for climate change. with the world; our manufacturers are recognise that increasing household We will work with our Boards and exporting to over 50 countries, in the income levels for many people will be organisations to ensure the on-going arts and creative industries we have critical and that far too many people development of Greater Bendigo, by worldwide links and relationships. find themselves the victims of rapid achieving the vision and strategic change rather than the beneficiaries Our plan is for Greater Bendigo to be directions outlined in this Strategy. We of new opportunities. Our 2030 plan much more widely recognised as a invite you to join us on is about building on our strengths great liveable city. By 2030 we will have this journey. built further on our strengths, we’ll be and opportunities, but also squarely more known nationally and globally facing and acting on what are some for welcoming and caring for all and emerging and growing issues. The plan that we are living sustainably within our is designed to uplift people and ensure environmental setting. that everyone can participate.
4 A STRONGER GREATER BENDIGO 2030 The following people are the members of the Implementation Committee:
Cr Margaret O’Rourke Marnie Baker Dennis Bice Mayor City of Greater Bendigo (Chairperson) Managing Director Bendigo and CEO Be.Bendigo Craig Niemann Adelaide Bank CEO City of Greater Bendigo
Damian Wells Peter Faulkner Ryan Peterson Managing Director Coliban Water CEO Bendigo Health Mayor Greater Bendigo Youth Council
Rodney Carter Nigel McGuckian Danielle Derksen CEO Dja Dja Wurrung Aboriginal Committee Member for Loddon Chair, Bendigo Education Council Clans Corporation Campaspe Regional Partnership (2020 - current)
The following people have at • Darren McGregor / Former Chair, • Kylie Ovenden / Senior Economic times represented the members Bendigo Education Council Development Officer City of at meetings and City of Greater • Neville Pearce / Interim Managing Greater Bendigo Bendigo staff have provided Director Coliban Water • Alison McKenzie / Senior Economic support services: • Khayshie Tilak Ramesh Development Officer City of • Shaun Eldridge / Executive / Former Mayor Greater Bendigo Greater Bendigo Director Finance and Resources Youth Council The Strategy Implementation Bendigo Health • Annika Ritchie / Former Deputy Committee thanks all those people • Steve Jackson / General Mayor Greater Bendigo Youth who have contributed their time Manager Economic Development Council and thoughts through submissions Dja Dja Wurrung Aboriginal Clans • Bernie O’Sullivan / Director Strategy and attendance at Advisory Group Corporation and Growth City of Greater Bendigo meetings. • Jeff Rigby / Former Managing • Trevor Budge / Manager Regional Director Coliban Water Sustainable Development City of Greater Bendigo
5 The Strategy’s vision for 2030 is to ‘shape an inclusive, sustainable and prosperous community where all people can thrive’ CONTENTS
IMPLEMENTATION 4. ACTION PLAN 39 COMMITTEE FOREWORD 4 Grow sustainable jobs and investment 40
EXECUTIVE SUMMARY 9 1. Transform the city centre 41 2. Capitalise on our gold rush 44 1. IMPACTS AND REALISING 3. Unlock land and future infrastructure 46 THE OPPORTUNITIES 4. Invest in business innovation 50 - THROUGH RECOVERY AND POST PANDEMIC 12 5. Strengthen our brand 52 Increase liveability for all 54 2. GREATER BENDIGO 6. Support a healthier community 55 - THE STORY SO FAR 19 7. Invest in all our communities 58 2.1 How did Greater Bendigo adapt to a 8. Help all our communities reach their potential 60 changing agenda and reinvent itself? 21 Better link jobs, education, skills and training 2.2 Future challenges and opportunities in offerings to the city and region’s needs 64 Greater Bendigo and the wider region 22 9. Invest in education and skills 65 2.3 Profound issues that a new Strategy must confront and resolve 25 10. Build on our procurement programs 68 2.4 Alignment with the Loddon Campaspe 11. Develop our industry and work experience Regional Economic Growth Strategy 28 programs 70 Be widely envied as a leader in innovation, 2.5 Alignment with other strategic work 29 environmental and climate change initiatives 72 2.6 Two Contrasting Future Scenarios for 12. Lead low carbon and circular economy Greater Bendigo 30 initiatives 73 3. A STRONGER GREATER 13. Lead regionally owned energy 76 BENDIGO 2030 33 14. Build resilience around our water services 78 3.1 An Inclusive, Sustainable and Prosperous Growth Framework 33 5. APPENDICES 80 3.2 Vision 34 Appendix A - Economic impact analysis for Greater Bendigo 80 3.3 Strategic Directions and Initiatives 34 3.4 Objectives 35 Appendix B - Suggested localised indicators 85
3.5 Implementation and Measuring Success 36 6. REFERENCES 86
EXECUTIVE SUMMARY
A stronger Greater Bendigo A stronger Greater Bendigo 2030 evolved 2030 – where all people can from the Greater Bendigo Economic Development Strategy Discussion Paper thrive is Greater Bendigo’s which was released for public discussion Economic Development and comment in July 2019. There was Strategy 2020-2030. strong support from members of the public and feedback through formal submissions and commentary from The Strategy targets better and more sustainable businesses and jobs; internal and external advisory groups improved health and wellbeing; and the Steering Committee. strengthened skills and education A stronger Greater Bendigo 2030 is an levels; and actions that improve the action plan for our region’s future. It environment and tackle climate change. links to the wider Loddon Campaspe A stronger Greater Bendigo 2030 region and it builds on Greater Bendigo’s recognises the unprecedented speed outstanding attributes. It is planning for and severity of COVID-19 on households, sustained population growth, a robust At the Strategy’s heart is an undertaking communities and businesses. Greater and diversified economy and a place to ensure that everyone living in Greater Bendigo’s progressive responses to where people can enjoy an exceptionally Bendigo can have the opportunity to the impacts of COVID-19 align with the high-quality lifestyle. thrive and participate in a great and Strategy’s longer-term vision. While Greater Bendigo aspires to be liveable community. The Strategy has been developed ‘the world’s most liveable community’, Too often economic development and will be implemented through a we know that not everyone is able to strategies are built purely on the collaborative partnership led by the participate unless decisive action is successes and attributes enjoyed by Mayor, CEO’s, Chairs and key members taken - education levels on average need a city and region. This Strategy is a of the following organisations: to be higher; skills possessed by many considered, aspirational and ambitious are limited in a changing workplace; • City of Greater Bendigo response to the challenges and there are large pockets of disadvantage • Bendigo and Adelaide Bank opportunities that Greater Bendigo and including high levels of poor health and • Be.Bendigo its wider region will confront over the wellbeing; and, too many residents find next decade. • Dja Dja Wurrung Aboriginal Clans themselves the victims of rapid change Corporation rather than the beneficiaries of new The Strategy capitalises on and • Loddon Campaspe Regional opportunities. responds to global forces and their local Partnership and regional impacts and opportunities. The Strategy’s vision for 2030 is to ‘shape These include: climate change; the rise • Bendigo Health an inclusive, sustainable and prosperous of Asia; rapid urbanisation; demographic • Coliban Water community where all people can thrive’. and social change; and digital • Bendigo Education Council A stronger Greater Bendigo 2030 is innovation. These forces are confronting, designed to improve the living standards but they are also creating opportunities • Greater Bendigo Youth Council of all members of our community by as they impact on lifestyles, the Each member has committed to building better, more sustainable jobs structure of work, the skills required for work together as an Implementation and by significantly improving our future jobs, the demand for services and Committee to build a better future for health, wellbeing, education levels and the current and likely future structure of the people of the City of Greater Bendigo. our environment. the economy.
9 Failure to respond These circumstances often compound • The visitor and events economy has poor health and wellbeing and lead to become an important economic proactively will children and young people being unable pillar with an estimated three million mean that the to take advantage of the opportunities visitors last year that arise from a growing, buoyant • There is nearly $400M worth of benefits of economy. new government buildings and growth will not Bendigo as a major Australian construction locked in and there regional centre has the critical mass; are significant private sector be shared by all the liveability, the employment and developments approved or in business diversity; the physical and progress locational advantages and connections; Bendigo is not only a major service Greater Bendigo, similar to other and the collaboration and partnerships centre for an expansive region but has advanced economies, needs to position between key organisations to developed a distinct and important itself to be able to reap the benefits of respond to these opportunities and role as Victoria’s third largest urban these changes and deliver substantial comprehensively tackle the challenges. economy. Increasingly that role draws benefits for the community. Failure to A stronger Greater Bendigo 2030 on the attributes of an open, innovative respond proactively will mean that the builds on our existing strengths and and creative city. benefits of growth will not be shared by our people, embraces a wide agenda The city and region are entering a all. Further, changes in the economy, the and seeks to implement actions new and exciting period as they are structure of the workforce and the types and programs which can strengthen capitalising on a series of attributes and of skills needed in the future are likely to our economy through a program of qualities that give them a national, and mean that generally those with limited progressive transformation. Many in some areas an international, profile education and skill levels will be further widely used indicators demonstrate that and reach. Greater Bendigo in many left behind. Greater Bendigo is not only travelling respects continues to reinvent itself. Failure to transition to the future very well but is the envy of many other Where it is transforming it is poised to economy could mean more people will regional centres: seize the opportunities that have been have limited employment opportunities • Population growth has been strong identified in this Strategy. for many years and on current and may experience long term Where a business as usual approach has indications is likely to be sustained disadvantage. characterised the last 30 or so years the into the future – projected rates are in city has comparatively fallen behind. the order of 1.7 per cent pa Expecting to tackle a current challenge • Our gross domestic product continues by applying the same strategies and to rise actions have been called out in the • The economy is buoyant, there is Strategy. Greater Bendigo needs to consistent jobs growth and overall continue to transition and transform. unemployment levels are below The region enjoys a large scale, a wide national rates range of services and facilities, lead organisations with the needed passion and capability and the civic leaders to collaboratively work towards this transformation with widely agreed outcomes.
10 A STRONGER GREATER BENDIGO 2030 A stronger Greater Bendigo 2030 is 6. Support and enable a much healthier built on an inclusive, sustainable community* Success can be measured and prosperous growth model and 7. Target investment in services, through the following is deliberately people-focused, uses facilities and programs to outcomes, with a suggested a collective impact approach and is communities most in need* outcomes based. list of localised indicators 8. Support all our communities and outlined within the Strategy: The Strategy incorporates four strategic people to reach their full potential* • A 2.65 per cent increase in directions which set deliberate themes 9. Invest in building our higher per capita gross regional around more sustainable businesses and education and skills training product each year, jobs; improved health and wellbeing; offerings and the transition equating to approximately strengthened skills and education levels; pathways between them* $85,500 per capita GRP and the environment. They being: 10. Build on current local and regional by 2030 1. Grow sustainable jobs and procurement programs • A 2.2 per cent increase in investment 11. Grow our unique leading-edge jobs per annum, equating 2. Increase liveability for all work experience and industry to 13,000 additional jobs over 10 years 3. Better link jobs, education, skills engagement programs • A 5% increase by 2030 in and training offerings to the city and 12. Plan and develop Bendigo and the region’s key liveability region’s needs region as low carbon and circular indicators 4. Be widely envied as a leader in economy leaders* • An increase in Year 12 innovation, environmental and 13. Transition to a regionally owned climate change initiatives or equivalent education new energy economy completion levels Fourteen broad initiatives have been 14. Strengthen the city and region’s long- and higher education developed from the strategic directions term water services plan participation rates to at and provide outcomes to deliver. An least match the Victorian Members of the Implementation action plan has been developed and state averages Committee will lead the strategic included within this Strategy. While • Comprehensively reduce action is proposed on all, eight initiatives directions and initiatives listed, deliver on actions and report on their our greenhouse gas have been nominated as the highest emissions to deliver a net priority (marked with an asterisk): progress. In a number of initiatives, the Implementation Committee has listed zero carbon city by 2036 1. Transform and revitalise our city or earlier other organisations it is keen to see as centre* strong supporting partners. Measurable progress on the 2. Capitalise on the opportunities initiatives will be indicative There is a range of ways to track and presented by our new gold rush* of a city that is achieving measure success, including the use 3. Unlock land and build new key social, economic and of continuous data and local-level infrastructure particularly transport, environmental progress. monitoring, which it is proposed will be to support major jobs growth and Progress will reflect a place aligned with International Standards on that is a more inclusive, investment* 1 Sustainable Cities and Communities . sustainable and prosperous 4. Invest in and support business These standards provide a framework community where more innovation that supports baseline and historical people are thriving. 5. Strengthen our brand and data and opens opportunities for future connections to the world forecasting and predictive analysis.
11 IMPACTS AND REALISING THE OPPORTUNITIES - THROUGH RECOVERY AND POST PANDEMIC
A stronger Greater Bendigo 2030 A stronger Greater Bendigo 2030 was due diverse economy, places the city and to be released on April 2, 2020. With the region well to move forward through recognises the unprecedented pandemic lock down the launch was turbulent times. Planning for long-term global speed, impact and deferred. In light of the overwhelming prosperity that can be shared by all, severity of COVID-19 on impacts and consequences of COVID-19 needs a secure economic and ecological households, communities, the Strategy has been reviewed base, targeting support to those persons, and where necessary updated to communities and businesses that have businesses, cities and nations. accommodate the changes that have been the most impacted alongside an Greater Bendigo, similar to occurred. An Economic Impact Analysis increased willingness, and invested every other regional city has for COVID-19 in Greater Bendigo is capacity, to leverage any opportunities 1 attached in Appendix A. However, that presented by the pandemic. As the been impacted but generally review has identified that the 14 actions Mayor Cr Margaret O’Rourke has stated not to the extent of many other which framed the earlier version of the to a national Inquiry “[In Bendigo] there cities, particularly larger cities Strategy are still sound, and in fact a is that deep DNA of bringing people number of the actions have become together really easily and quickly, and in Australia and overseas. even more significant, while some new that is business leaders or government opportunities have emerged. officials. When there is an opportunity for This Strategy is released in uncertain something to be done on that stage from times. But in many respects the need The pandemic has provided an a collaborative point of view, we have for this Strategy is even greater than opportunity to reset and sharpen always been able to pull people really ever. Cities that come out stronger will priorities and the specific measures that closely together.”2 be those that not only embrace the need to be taken. Greater Bendigo’s challenges of the pandemic and its progressive responses to the impacts of The future is uncertain about the aftermath, but have widely supported COVID-19 comprehensively align with the pandemic’s short and long-term impacts, strategies, actions, structures and Strategy’s longer-term vision to ‘shape however, there has been some clear processes in place. Cities that will be best an inclusive, sustainable and prosperous thinking and lessons learnt that are placed are those that have a clear plan community where all people can thrive’. shaping future agendas. of where they want to head to and how The Strategy’s initiatives and actions, they are going to get there. along with our existing robust and
12 A STRONGER GREATER BENDIGO 2030 There are emerging and potentially persons building a new house in favourable outcomes that can underpin Victoria’s regional areas can access Greater Bendigo’s prospects in a post $45,000 towards construction, which pandemic environment. The capacity of add to the cost savings through lower new ways of working to break the nexus serviced land costs compared to between where people work and live metropolitan locations. Affordability There are has been reinforced: for existing housing stock presents the • Many people have been able to opportunity for people to enter the emerging and demonstrate through new working housing market in urban Bendigo for potentially from home arrangements, that they a house and land package at under have an increased opportunity to ‘live $350,000. With 875 new dwelling favourable where they love’ rather than be tied to approvals between June 2019 and outcomes that a work location. May 2020 Greater Bendigo is in the top 10 local government locations in can underpin • Meeting virtually has not only been a the state. revelation within organisations and Greater Bendigo’s businesses, but it has emerged that • Clara’s Melbourne Market Study work can in many respects be more reveals the high levels of discontent prospects in a efficient and that location is no barrier with city living outlining the 5 biggest post pandemic for many transactions. challenges for individuals living in Melbourne as; cost of living, housing/ environment • Many people have realised the rental prices, traffic and travel time, productivity gains by being able crime/safety and population growth. to avoid commuting which assists In addition to this, 1 in 2 (55%) have regionally based locations and considered moving out of Melbourne businesses. and 65% of people are either unsure • Affordable living options, particularly or expect things in the metropolitan in relation to housing, are now high area to get worse3. on many people’s agendas. Currently with government stimulus packages,
13 Greater Bendigo has two of the state’s four major goldmines employing in excess of 1,000 people
Other factors have emerged that are likely to better position regional cities like Bendigo as the full impact of the pandemic become evident. Population growth in Greater Bendigo has had limited dependency on overseas migration, in contrast to it being the main driver of population growth in Australia’s major capital cities. With only about 25% of Greater Bendigo’s population growth of about 2,000 persons p.a. derived from this source, the impact of projected significant reductions in overseas migration will have far less impact compared to Melbourne and other capital cities. With a stronger focus on the need for Australia being less reliant on importing manufactured items, the strength of The official Geological Survey of Victoria new GovHub, new Law Courts, TAFE Greater Bendigo manufacturing and believes that at least 75,000,000 ounces College expansion, additions to Bendigo advanced manufacturing sector places of gold is waiting to be discovered across Health and new CFA headquarters. the city well to capitalise on new the state. To place the scale of this in Bendigo is far better placed than most opportunities. The strong feedback historic context, 88,000,000 ounces of comparable regional cities. from the Bendigo Manufacturing Group gold have been mined in Victoria in A strong post-secondary education and representing businesses employing the last 170 years. There is extensive training presence with four institutions some 5,500 people in Bendigo and international interest in the release by with a physical presence in the city. As region is that there is significant capacity the state government of the successful the Regions at the Ready: Investing in and opportunity for this sector to tenders for the four exploration licences Australia’s Future report notes, “The capitalise on new opportunities. for what is known as the North Central presence of regional universities in rural Victorian Goldfields Ground Release The price of gold generally rises in times and regional communities facilitates Tender. Bendigo is strategically located of uncertainty. Since the start of 2016 more than just the provision of tertiary to be the major service centre for the the price of gold has risen 55%. Since courses to students. As a central exploration and mining jobs which will the start of the pandemic impacting institution, regional universities can come from these tenders. Australia in late March it has risen over provide the mechanisms needed for AU$450 per ounce. Bendigo is sitting on With construction activity and future regional towns and cities to thrive … the cusp of the next gold boom. Greater contracts uncertain because of the they directly link new ideas with regional Bendigo has two of the state’s four impacts of the pandemic, those cities industries and investment [and] provide major goldmines employing in excess that have locked in investment are the foundation for government, industry of 1,000 people and with the goldmine exceptionally well placed. The Bendigo and business to work collaboratively and at Fosterville mining what is widely city centre has a pipeline of government in partnership; and develop necessary regarded as the world’s highest-grade, contracted building construction education, training and skill course to lowest-cost mining operations. totaling nearly $400million through a support the region’s needs.”4
14 A STRONGER GREATER BENDIGO 2030 “Having a strong university presence in Bendigo is vital for our economy, our social and cultural life and for our liveability. Greater Bendigo supports all higher education providers who want to secure a base in Bendigo and embraces exploring a collaborative model with the scope to provide shared delivery points including in the city centre. What is needed are programs delivered and supported locally that are relevant to student needs and the long term workforce needs of the city and region.”5 Whether it’s the overall strength of the Bendigo economy, the emerging major regional role the city is playing, the boost to local businesses and the connections provided by the Qantas flights to Sydney, the assured government construction jobs, the sustained growth in population and tourism, the resurgence in gold mining Greater Bendigo is now building on a and exploration, or more likely a strong base of: combination of all these factors, but • Sustained population growth there has been a major commercial • A vibrant service sector and facilities interest in the city centre to build hotels. with major investment in areas such Recognising the strategic opportunities as health, post-secondary education of Bendigo the City Council in the last and training and government service two years has fielded enquiries from facilities at least seven separate firms generally • Acclaimed arts and creative industries proposing 5-6 storey 100-130 bed 4.5 • Living affordability star hotels. Significantly a number of these are from developers who have • Continuing investment in transport The recently released report Regions at purchased their site. at the Bendigo airport and with three the Ready: Investing in Australia’s Future, new stations as part of Bendigo Metro identified the importance of what they Currently the City has granted one Rail referred to as ‘catalytic investment’. planning permit and is assessing two • Housing choice from inner city, to This type of investment drives more. The level of interest in this form of suburban to rural and small town development and growth, and leads development is unprecedented. lifestyle – all with short commutes to further investment. For example, While circumstances can change, the • Strong ‘ten-minute’ neighbourhoods the presence of an airport, hospital, emerging evidence is that Bendigo in a ‘twenty-minute city’ with university or government department. is less impacted by the pandemic exceptional community identity and These investments can set off a than large cities and is well placed support chain of related outcomes including to take advantages of new ways of population growth, education and • Great lifestyle attributes such as work, enhanced emphasis on lifestyle employment opportunities, improved recreation and sporting facilities locations, greater focus on affordability social and cultural capital, and related and the emergence of new investment • Outstanding built heritage as part of infrastructure investment. All of which and jobs opportunities. The historic the city’s DNA can markedly influence and transform attributes of regional living have, in • Access to nature through the whole the economic and social prosperity of many instances, been strengthened. urban area being a ‘city in a forest’ regional towns.6
15
These attributes, together with being, In their submission to the House of Alongside existing short term actions ‘separate but highly accessible’ to Representatives Select Committee currently being delivered, actions Melbourne (and Sydney via our new Air on Regional Development and outlined in the strategy aim to minimise route once re-opened), has positioned Decentralisation, the RAI identified that the impact of immediate job losses, Greater Bendigo to look for the silver promoting the movement of population such as: lining in meeting the challenges of a out of the cities will also have benefits • Realising the potential of creating a COVID-19 recovery. The reality is that our for the nation’s economy in general. The Circular Digital economy and a super city makes an exceptionally strong pitch RAI submitted that “for every 100,000 high speed digital City with the 100GB to prospective residents and businesses Australians who choose to live in Bendigo initiative to shift and invest. growing regional cities rather than our • Supporting the continuing big five cities, an additional $50 billion This trend is not new. The Regional transformation of the city centre and will be released into the economy over Australia Institute (RAI) has identified the adjustment of retailing to new 30 years in reduced congestion costs through a study of the 2011 and 2016 ways of doing business and increased consumption.”8 Census results that, contrary to popular • Building local jobs through the nearly perceptions, “more people were moving The initiatives and actions set out $400M State Government building from capital cities to regional areas than in A stronger Greater Bendigo 2030, investment in jobs there were moving the other way. Our target improved living standards of • The growing private sector interest in two largest cities showed a net loss of our residents by building better, more building accommodation and housing people to regions between 2011 and sustainable jobs and by improving our development 2016.”7 health, wellbeing, education levels and our environment. • Council’s new industrial strategy leading to a new business-industrial The inclusive, sustainable and park with up to 3,000 jobs prosperous growth framework has been • Planned expansion of the airport to built through an economic, social and By launching increase flight capacity and establish a environmental context, recognising dedicated airport business park this Strategy that everyone living in Greater Bendigo during the time needs to have the opportunities to • New strategies and plans aimed at develop to their full potential through enhancing the City as a place to live of COVID-19, deliberate actions to address their needs such as Greening Greater Bendigo and we are actively and a city wide inclusive approach to Re-imagining the Bendigo Creek leverage all our existing strengths. At • The realisation of the benefits of adapting to the the same time the Strategy does not Bendigo’s UNESCO designation as avoid confronting the impacts of climate Australia’s first city of gastronomy challenges of change and lifestyle and business which also relates to the wider region practices that exceed our resources. economic change All of these are not only adding to The Strategy includes actions to Greater Bendigo being a visitor and new sustainably operate and manage resident destination of choice but to within the earth’s resources and critical attracting investment in businesses and ecological boundaries. The pandemic jobs. is having a deleterious effect, but it also Greater Bendigo is working towards a offers opportunity for the future shaping focused, collective impact approach of the Greater Bendigo economy into that builds on the strength of our city one which aims for a more balanced and the local and regional collaborative delivery with a clear social foundation partnerships that are already in place. and ecological celling to work within. By launching this Strategy during A future more in harmony with that a the time of COVID-19, we are actively few generations ago led by the Dja Dja adapting to the challenges of economic Wurrung. change, taking practical actions to manage environmental risks, protecting and building on the liveability of our region, strengthening the resilience of our economy and delivering on initiatives to combat and lessen the impacts of climate change.
17 2 GREATER BENDIGO - THE STORY SO FAR
The City of Greater Bendigo, • The visitor and events’ economy has • Bendigo’s nationally renowned become an important economic pillar built heritage provides the city and with a population of over with over three million visitors to the surrounds with an extraordinary asset 118,000 people is located Bendigo region, including 1.3 million and defining legacy from our gold in the geographic centre of overnight visitors, a 19.5 per cent mining past growth on the previous year and a 92 Victoria. • Major sporting and recreation facilities per cent growth over the past 10 years are the envy of much larger cities The region is part of Jaara Country, the Liveability in Greater Bendigo by many • Housing costs are comparatively traditional land of people of the Dja Dja common measures can be judged to be low whether people choose to live Wurrung language. With Bendigo as its very high: in urban Bendigo or in the many largest centre, the municipality also has • The economy and employment are surrounding small towns and rural thriving smaller communities including diverse and cover a wide range of communities Heathcote, Elmore, Goornong, Marong, sectors and offers a variety of jobs • Residents enjoy short work 2Redesdale and Axedale. Bendigo has rarely seen in regional centres of commutes, free of the traffic been a major business and industry similar size9 congestion and wasted time and costs centre since the gold rush in the 1850s. • The completion of Bendigo Health’s that afflicts Australia’s major cities The growing economy and vibrant new $1B hospital and fitout has These qualities provide a critical community make Bendigo an exciting given the region Australia’s leading foundation for a widely supported and progressive place to live. regionally based digital hospital economic development strategy with Many widely used indicators • Bendigo and Adelaide Bank, which a strong local commitment to deliver demonstrate that Greater Bendigo is not is headquartered in Bendigo, is and implement the key actions. Greater only travelling very well but could be the Australia’s fifth largest retail bank and Bendigo is now poised to build further envy of many other regional centres: the only bank with its headquarters on its past and current successes and located outside of a capital city • Population growth has been strong its extensive assets, attributes and for many years and on current • The direct connections to the rest opportunities. As a great small city, indications is likely to be sustained of the globe offer daily flights to and Bendigo knows that it can continue into the future – projected population from Sydney via the Bendigo Airport to perform well above its size. Greater growth rates are in the order of 1.7 • The Bendigo arts and creative Bendigo enjoys: per cent industries scene is exceptionally • A single local government jurisdiction • Greater Bendigo has a projected 2050 strong. The Bendigo Art Gallery is covering the city and rural surrounds population of about 200,000 people now the national leader in regional • An agreed and shared productive galleries, the 1,000 seat Ulumbarra • Our gross regional product continues set of goals and priorities with its Theatre is exceeding attendance to rise – averaging 8.32 per cent neighbouring local governments forecasts and Bendigo’s recent across the Loddon Campaspe region between 2014 and 2018 admission to the UNESCO Creative • The economy is buoyant and overall Cities Network is international • Civic leaders who are committed to unemployment levels are below recognition of the city and region working together to deliver shared actions and outcomes national rates • Our residents enjoy ‘a city in a • There is nearly $400M worth of forest’ with its amazing access to an • An enduring collaborative partnership new government buildings and extraordinary natural environment approach between the city’s leading facilities construction locked in and – unique among Australia’s regional organisations there are significant private sector centres, urban Bendigo is virtually • A proud track record of delivering developments approved or in train surrounded by national parks projects
19 Key highlights and industries of Bendigo as at February 202010 are:
Number Average Value-add of jobs personal industries weekly • Finance Total 47,905 income • Health care services output $604 • Retail trade $14.528B • Construction
Key Gross Regional industries Product per Gross Regional worker • Manufacturing Product total Gross • Construction $156,635 Regional • Financial and $7.503B Product per insurance capita • Rental, hiring and real estate services $67,919
ight vi ors n ern sito isit ight y trip visito Ov rs V s Da rs
19.5% 2.4% 7.1% 92% 89% 42%
1.3 million overnight 2.6 million visitor nights 3.2 million day trip visitors visitors • 2.4% growth on the • 7.1% growth on the • 19.5% growth on the previous year previous year previous year • 89% growth over the past • 42% growth over the past • 92% growth over the past 10 years 10 years 10 years
20 A STRONGER GREATER BENDIGO 2030 2.1 How did Greater Bendigo The region is entering a new and Facing the need to think bigger and adapt to a changing agenda exciting period as it capitalises on a bolder, a ‘collaborative, collective series of attributes and qualities that impact approach’ guided the actions and reinvent itself? give a national, and in some areas an of Council, many of Bendigo’s leading international profile and reach. Greater institutions and some notable visionary The past one hundred and eighty Bendigo is reinventing itself once again leaders. The city has reaped the benefits years have seen an extraordinary and is poised to seize the opportunities from: transformation. Land which was that have been identified in this • A diversified economic base violently taken from the Dja Dja Wurrung Strategy. – the Traditional Owners – to firstly • Growing a number of local ‘anchor’ become an obscure pastoral run, was The changes, growth and development institutions into national icons dramatically impacted in the 1850s by that has taken place over the last three • Developing a strong visitor economy decades reveal that since 1990 the city what was to become the world’s richest • Investing in health facilities and has again changed tack in response to gold mining centre. Bendigo in the early secondary and post-secondary many forces. Greater Bendigo and its twentieth century then transitioned education facilities into a traditional manufacturing wider region has largely reinvented itself and agricultural centre. Now, at the through a combination of: • Building liveability through an emphasis on great new community commencement of the third decade • Deliberate priority actions facilities of the twenty first century, Bendigo is • Fortuitous public and private • Linking to a wide grid of water sources not only a major service centre but has investments developed a distinct and important and securing water for population role as Victoria’s third largest urban • Bold new directions and initiatives growth and climate change that capitalised on the circumstances economy. Increasingly that role draws • The revival of regional passenger rail of the time on the attributes of an open, innovative services to and from Melbourne and creative city. • Embracing global trends and using • The construction of a freeway linking new technology Bendigo to Melbourne • Leveraging the benefits of government • Upgrading the Bendigo Airport and investment in infrastructure attracting the nation’s major carrier to particularly in areas such as transport provide daily flights The region is and health • Sustained population growth with an entering a new and • Building a diversified economy that is increase of nearly 50,000 people in the not tied to any one declining sector - exciting period as city’s population in the last 30 years in contrast to the circumstances that it capitalises on a some other regional centres found • Engaging with the rest of the world for series of attributes themselves in new markets and ideas • Further supporting Greater Bendigo as By realising a series of strategic a major agricultural services support and qualities that opportunities as they arose, by centre give a national, deliberate, considered and well thought out strategies and initiatives • An exceptionally strong local and and in some areas and perhaps in some cases by chance, regional food industry enhanced by an international the city and region has repositioned the international UNESCO designation and greatly strengthened itself over as a City of Gastronomy profile and reach the last generation. Over $3B has been • Innovative advanced manufacturers invested by Federal, State and Local bucking national trends and growing governments over the last 14 years in jobs key infrastructure.
21 NORWAY DENMARK UNITED KINGDOM NETHERLANDS IRELAND SWITZERLAND CANADA BELGIUM FRANCE SPAIN ITALY UNITED STATES
JAMAICA
GHANA
BRAZIL
2.2 Future challenges and opportunities in Greater Bendigo and the wider region
Projecting Greater Bendigo’s current CHILE population growth rates will see a total population of 200,000 persons by ARGENTINA about 2050 and approaching 400,000 in the region. It is expected that urban Bendigo would be a regional centre of about 200,000 people – one of the twenty largest cities in Australia. In effect, the next three decades will see the city almost double its population, dwelling stock and the number of jobs. Growth across much of the region, and 1. Growing urbanisation 2. Demographic and social change particularly in the Melbourne - Bendigo People are increasingly mobile and There are profound changes underway - Echuca corridor, will be strong and attracted to cities with jobs, safe places, relating to a much greater level of transformative. quality health and education facilities aged persons and changing household The Strategy Discussion Paper released and affordable housing. Place now structures. An ageing population has in mid-2019 identified the following five matters like never before. Congestion workforce implications. Providing major external changes and forces that in large cities means that regional cities suitable housing, relevant education will impact on Greater Bendigo and the can be increasingly attractive. Greater and training and long-term employment region. The city and region have little, if Bendigo and region can capitalise opportunities for all people - but any, control over these forces but each through planning and actions to create particularly young people – are critical of them presents distinct opportunities an urban environment that is smart, ingredients for a sustainable Greater that Greater Bendigo will need to sustainable, focused on local jobs, Bendigo and wider region. capitalise on. education and enhanced liveability.
22 A STRONGER GREATER BENDIGO 2030 SWEDEN FINLAND NETHERLANDS GERMANY POLAND RUSSIA AUSTRIA CZECH REPUBLIC SWITZERLAND ROMANIA UKRAINE Countries that SLOVENIA KOREA members of the GREECE Bendigo Region ITALY TURKEY JAPAN Manufacturing AZERBAIJAN KAZAKHSTAN CHINA Group have IRAN exported to EGYPT IRAQ TAIWAN UNITED ARAB EMIRATES HONG KONG SAUDI ARABIA INDIA THAILAND
VIETNAM MALAYSIA SRI LANKA SINGAPORE TANZANIA INDONESIA PAPUA NEW GUINEA
FIJI
SOUTH AFRICA
BENDIGO NEW ZEALAND
3. Climate change 4. The rise of Asia 5. Digital disruption and innovation We need to develop and deliver local The rising incomes of Asia have the Knowledge-intensive businesses with solutions so we can better adapt to potential to shape Australia’s regions the ability to use new communication and mitigate the impact of climate through an inflow of investment, a systems will provide the most change on businesses, agriculture, growth of exports and tourism and productive opportunities in the future. communities and people. We can move by accommodating those seeking Greater Bendigo will need to position to local renewable energy generation, higher education and training. There itself to capitalise on this in order plan our region to reduce greenhouse are growing opportunities for more to attract and retain a highly skilled gas emissions, build resilience around international markets with good workforce and continue to be a leading our water services and contribute to transport and connectivity becoming regional centre. The alternative is sustainable global solutions. key enablers for the wider region. disruption, scrambling to compete with other centres for talent and coping with the impacts of rapid change.
23 The Discussion Paper asserted that an The Discussion Paper identified that the ‘first thousand days’ impacts effective Strategy would need actions more occupations in the future will the lifelong health, wellbeing and to substantially increase the overall require better complex problem-solving opportunity for the child. living standards of all members of the skills, enhanced critical thinking and Education and employability are community. This would mean a Strategy greater creativity. Future workplaces also the fuel for further growth and with a strong focus on delivering what is will require better digital literacy skills prosperity, not only for people but termed inclusive growth11. and the ability to use digital platforms also for the success and prosperity of and programs to communicate, market, An inclusive growth outcomes places. The youth of Greater Bendigo transact and find information. approach means that those people have identified that meaningful and and communities who have been Digital literacy is a basic workforce recognised work experience through marginalized and disadvantaged requirement. The future of many local businesses is an essential element by change are not ‘left behind’ and occupations is uncertain, but many jobs of strengthening their prospects. Our the advantages of increased wealth will require workers to rely more on education and training systems must and opportunities are shared more creative thinking rather than on physical provide the required skills for our equitably. This means tackling a difficult labour or other traditional skill-sets. current and future workforce. If these agenda of issues including; the changing critical elements are neglected, a The first thousand days of a child’s life nature of work and the implications of growing proportion of our community is recognised as a period of maximum such changes; the provision of better will be further marginalized and developmental plasticity, when the and more relevant education and disadvantage will be entrenched and foundations of optimum health, growth, skills development; increasing the will span generations. and neurodevelopment across the employability of people particularly lifespan are established. A child’s home young people; and building the capacity and community environment during of businesses to embrace innovation.
24 A STRONGER GREATER BENDIGO 2030 2.3 Profound issues that a A social and economic geographical new Strategy must confront divide has emerged in Greater Bendigo and resolve where household location and family The Greater Bendigo narrative presented circumstances influence and in some so far has emphasised: • Past successes cases are major determinants of likely • Current attributes opportunities and future outcomes • The capacity to innovate and transition • The value of not pursuing a business as usual approach This situation is creating major divisions The depth and scale of this situation in in society, it is entrenching disadvantage Greater Bendigo is such that this could • The need for continuing reinvention and in some instances, it is leading to be seen as so entrenched that it could and transformation to support people poverty and disengagement. become a permanent feature of the and the economy and build liveability city and regional social and economic Greater Bendigo’s civic leaders and The reality though is that this landscape. Such an outcome is not key organisations are increasingly progressive agenda is now confronted acceptable. aware that there are increasing by the stark reality of data about the numbers of people in the region with In raw numbers and particularly in city that identifies a major challenge limited employment prospects and comparison to metropolitan Melbourne, to deliver the sort of place that the city opportunities; a growing proportion of but similar to many other regional aspires to be. Greater Bendigo, similar households are experiencing systemic centres, Greater Bendigo has: to many other cities around the world, disadvantage; greater numbers of has a growing set of issues relating to • A low year 12 or equivalent education both young and older workers are the employability of many people, but completion rate poorly equipped to deal with a rapidly particularly youth, and their long-term • A low level of participation in higher changing work scene; and there are too capacity to lead fulfilling lives in a education many children and young people, who rapidly changing economy. because of their circumstances, have • High rates of young people who are The number of people and households limited opportunities to secure long leaving school at 16 years of age and who are being marginalised by changes term employment in satisfying jobs. are not entering the workforce or skills in the economy is increasing, and training While this situation does mirror an many skills possessed by the current • High levels of people with mental increasing global trend, in some workforce are becoming redundant or at health problems respects this situation may be more least are in far less demand. While there entrenched in places like Bendigo than • High levels of households in is a shortage of trained and experienced in many larger centres. Why would this nominated suburbs who experience people in some occupations there is be the case? It is likely that those who food insecurity and live in households also a growing casualisation of labour find themselves in such circumstances which are characterised by poor and in the nature of work itself. in Greater Bendigo are not necessarily nutrition and health outcomes attracted to shift to larger centres. This • Major concentrations of households can be the case particularly if they are and people who are living in poverty unfamiliar with other places, lack family • A limited range of higher educational and workplace connections and face offerings that enable it to retain, higher housing and other costs. educate and train many of its best and brightest students and place them in the local and regional workforce • High rates of people under 25 years of age who have been unemployed for longer than 5 years • Great difficulty in recruiting and attracting persons for specialised positions in the workforce
25 More ‘business as The Implementation Committee has The raw numbers, their characteristics formed the view that these issues and implications not only provide a usual’ approaches must be tackled in the Strategy. They picture of the depth of the problem are not likely to recognise that in a number of ways but highlight that there is a need for the present structures, arrangements a fundamental shift in approach. It is provide the long- and approaches in Greater Bendigo hard to see that continuing to pursue are likely, in part at least, to have the current arrangements is going to term solutions contributed to the situation described. change the current profile and deliver the outcomes that are needed. to the current A social and economic geographical circumstances divide has emerged in Greater The current configuration, composition Bendigo where household location and arrangement of the city’s education which contain and family circumstances influence and training facilities and the existing within them the and in some cases are major pathways, programs, courses and determinants of likely opportunities services are brought into question, seeds of the likely and future outcomes. as are the location and limitations of ongoing problems physical access and connections to
26 A STRONGER GREATER BENDIGO 2030 workplaces, and the opportunities for meaningful work experience as a preparation for employment. All these factors compound the family and GROWING INVESTING household circumstances that a growing FROM WITHIN IN ALL OUR number of people find themselves in. Governance and innovation PEOPLE to support a circular How all these factors interact and Building our jobs, skills individually and collectively account for economy to compete globally and capabilities the current situation is not fully clear. A better focus on outcomes and opportunities is needed as the basis to comprehensively tackle the current ECONOMIC situation. More ‘business as usual’ approaches are not likely to provide STATEMENT the long-term solutions to the current Shaping an inclusive, circumstances which contain within sustainable community them the seeds of the likely ongoing – where people thrive problems. While this situation may appear to be entrenched and not able to be resolved, it is strongly suggested in this Strategy that Greater Bendigo has SEEING THE BIGGER ATTRACTING sufficient scale, the range of services PICTURE INVESTMENT and facilities, the lead organisations Reducing our footprint and Investing in traditional with sufficient passion and capability engaging with the world and social infrastructure and the civic leaders who are already working collaboratively towards agreed outcomes. Greater Bendigo and region are not alone in having to confront and resolve 2. Investing in all our people private investment and deepen our these issues but in many ways they engagement and collaboration with are likely to be far better placed to Take an industry-led and people centric partners in the region. Position the city tackle them than many larger centres. approach to education, training and to support and enable export growth There is strong, shared goodwill and skills development that results in and trade with new markets. Capitalise a willingness to work together for meaningful long term and sustainable agreed outcomes. Importantly the work and income gains. Break down the on and strengthen our employment and Implementation Committee sees entrenched social barriers to enable all industry specialisations and attract new tackling this situation as one of the to participate while improving the health sustainable investment that delivers prime motivators for developing and and wellbeing of all our residents. environmental gains. implementing the Strategy. Rarely does 3. Attracting investment The Discussion Paper flagged the an economic development strategy approach to be taken. Subsequent prioritise such issues. Build long term, sustainable jobs and the liveability of the region by attracting discussions and consultation have These priorities are emphasised through investment in both traditional and reinforced the value of this approach. the Strategy’s approach which embraces social infrastructure that grows our It has been endorsed by the Strategy four components: comparative advantage and transforms Steering Committee agreeing to our energy, technology and transport become the Strategy Implementation 1. Growing from within capabilities. Committee. With this comes a Develop the city’s business sector, commitment to meet regularly beyond assist innovation, export and trade, 4. Seeing the bigger picture the release of the final document in support locally and globally competitive Develop our city and region’s compelling order to drive actions through their businesses and encourage the economic and liveability profile to own organisations, encourage other development of what is known as a retain and attract youth, entrepreneurs organisations to commit to actions, circular economy - that is one where and skilled workers. Provide an monitor progress and ensure that the local procurement takes precedence. attractive eco-system for public and intended outcomes are delivered.
27 2.4 Alignment with the During 2019 the Regional Partnership 4. Visitor and International Economy Loddon Campaspe Regional prepared the Loddon Campaspe Grow International engagement, Regional Economic Growth Strategy12. Economic Growth Strategy develop the region’s nature tourism The document was built around a potential, develop the region’s series of economic actions. These are reputation as a food and artisan In 2016 the State Government summarised below: established Regional Partnerships to destination, cohesive regional tourism product development, preserve and provide a forum for direct advice to the 1. Bendigo the Regional Capital State on priorities. This Strategy has enhance the unique character of our Supporting population growth, regional been prepared in a collaborative spirit towns and villages. city infrastructure investment, the with the work of the Loddon Campaspe attraction of a government agency or 5. Industries of the Future Regional Partnership. Both have focused corporate headquarters to Bendigo. on high level advice. There is alignment Enablers creating our future workforce, linking industry, education and and mutual support between the work 2. Regional Employment and employees, attract new business of the Partnership and the Strategy Innovation Corridor Implementation Committee. investment, Land use planning to Expanded tertiary education support appropriate growth sectors, The Regional Partnership established six investment, establish the employment a world class health sector, regional priorities for action: and innovation corridor, facilitating renewable energy network waste and entrepreneurism in the region, improved resource recovery, comprehensive future 1. A Growing Economy connectivity infrastructure, township skills study, export strategy for advanced A strong, diverse economy that enables renewal. manufacturing. people to actively contribute to their community. 3. Strong Regional Food Industry Leveraging pipeline infrastructure and 2. Healthy Heart of Victoria water policy reform. A more productive Active communities, healthy settings future for the Goulburn Murray Irrigation and productive lives at all stages. District, realise opportunities in the food industry supply chain, develop a skilled 3. Create the Best Start for Every Child and innovative workforce, growth in Families and communities that give sector productivity. children the best start in life.
4. Youth Our Critical Asset Safe, supported and engaged young people.
5. A Great Environment to Live Our culture, heritage and environment is protected and enjoyed.
6. A Connected Region All people in the region benefit from economic activity and access to services.
28 A STRONGER GREATER BENDIGO 2030 2.5 Alignment with other • Commercial Land and Activity Centre • Greater CREATIVE Bendigo: Arts and strategic work Strategy Creative Industries Strategy • Dja Dja Wurrung Country Plan • Greening Greater Bendigo The preparation of A stronger Greater 2014-2034 • Loddon Campaspe Economic Growth Bendigo 2030 includes an extensive • Goldfields Local Learning and Strategy engagement and consultation program Employment Network Work Plan • North Central Regional Catchment and alignment with other strategic work 2020-2021 Strategy undertaken by a range of organisations • Greater Bendigo Food System Strategy that operate in and support the region. • North Central Victoria Regional The Strategy is designed to align with • Greater Bendigo Community Plan Sustainable Agriculture Strategy key documents such as: 2017 – 2021 • One Planet Living Principles • Be.Bendigo Strategic Plan • Greater Bendigo Cultural Diversity and • Passions and Pathways – Primary Inclusion Plan • Bendigo City of Gastronomy Action Schools and Workplaces in Plan • Greater Bendigo Environment Partnership Strategy 2017-2020 • Bendigo Education Plan 2018-2028 • Plan Greater Bendigo • Greater Bendigo Industrial Land • Re-imagining the Bendigo Creek • Bendigo Health Strategic Plan Development Strategy • StartupAUS Action Plan – Crossroad • Bendigo Manufacturing Group • Greater Bendigo Integrated Transport • The Bendigo City Centre Plan Strategic Plan and Land Use Strategy (ITLUS) • The Bendigo Region Destination • Bendigo Sustainability Group • Greater Bendigo Municipal Health and Management Plan Strategic Plan Wellbeing Plan 2017-2021 • Vision and Transition Strategy for a • Building for Growth – LaunchVIC • Greater Bendigo Residential Water Sensitive Bendigo Strategic Plan Development Strategy • Water for Victoria Plan • City of Greater Bendigo • Greater Bendigo Rural Communities Reconciliation Plan Strategy • Coliban Water Strategy 2030
In adopting its Community Plan, the City of Greater Bendigo embraced the One Planet Living Framework. This in an internationally accredited program being applied by a range of cities around the world. It sets out ten principles to guide decision-making and measure progress. The One Planet principles are drivers of the Economic Development Strategy and that progress should be measured against the following 10 principles: • Health and Happiness • Equity and local economy • Culture and community • Land and nature • Sustainable water • Local and sustainable food • Travel and transport • Materials and products • Zero waste • Zero carbon energy
29 2.6 Two Contrasting Greater Bendigo continues to reinvent The following section explores two Future Scenarios for itself. Where it has transformed it is well contrasting scenarios. Firstly, what poised to seize identified opportunities. would result from not taking a Greater Bendigo But it can’t stand still. A ‘business as transformative approach to the future. usual’ approach will not serve the region Secondly, what would success look Bendigo is one of Australia’s major well. Expecting to tackle a like if we continued to respond to the regional service centres with a current challenge or opportunity by opportunities that have been identified catchment of over 300,000 people. It applying the same strategies have been and we continued to transform through has a distinct and important role as called out in the Strategy. a systematic, collaborative and planned Victoria’s third largest urban economy. approach. Increasingly that role draws on the Our city has the scale, the range attributes of an open, innovative and of services and facilities, the lead By leveraging the region’s strengths and creative city. organisations with the needed passion, our national and global connections, capability and the civic leaders, to Greater Bendigo can reach its full Greater Bendigo are entering a new collaboratively work towards further potential and deliver for future and exciting period as it is capitalising transformation with widely agreed generations. on a series of attributes and qualities outcomes. that give it a national and international profile and reach.
Not taking a transformative approach to What success looks like in 2030 the future
Greater Bendigo is not always seen as a destination which Greater Bendigo is a place for entrepreneurs, retains and fosters entrepreneurship and innovation attracts businesses and is a great location for startups and scaleups
The city centre is in danger of losing further retail businesses Targeted investment, creatives, tourists, residential and as the economy and the city centre transitions commercial growth builds a more vibrant city centre
Inequity grows, health and wellbeing declines, disadvantage Economic success is more evenly and fairly distributed, less becomes further entrenched and liveability for some people in people are marginalised in a changing economy and work the community declines place
Small towns and rural communities are not able to fully Rural communities are better able to capitalise on their capitalise on their assets strengths and attract new jobs and residents
Unprecedented potential levels of profitability in expanded A highly prosperous city and region profits from its natural local gold mining and service industries are not fully realised resources and capitalises on a remarkable new opportunity and this brings social and economic disadvantage
Lack of serviced zoned industrial land makes it difficult to Serviced, zoned industrial land is readily available for attract and grow jobs, industries and businesses businesses looking to open or expand
New businesses are attracted to other regions with a more Opportunities in the region are harnessed and Bendigo is educated and skilled labour force viewed as an enviable location to do business
Resources may not be targeted at facilities, infrastructure and Investment takes place in key facilities, infrastructure and locations where they will have the greatest benefit to residents locations that drive jobs, better more accessible facilities and and businesses sustained population growth
Greater Bendigo does not maximise the opportunities to grow The city and region capitalises on strong brand promotion and jobs and links to the rest of the world. global links to drive and strengthen the economy
Rising costs to government to support persons who have Job prospects and employability of the local workforce are limited job prospects, those who are unemployed and increased, the number of persons who are unemployed or communities that are disadvantaged experiencing financial hardship reduces
30 A STRONGER GREATER BENDIGO 2030 Not taking a transformative approach to What success looks like in 2030 the future
Skill shortages limit local job opportunities, business growth Skills and education are closely aligned with current and and investment future needs of business and industry
Year 12 completion rate remains comparatively low impacting Educational attainment levels increase which grows long term on employability and the number who are long term sustainable jobs, investment prospects and a stronger, more unemployed resilient economy
In comparison with other regional centres, Bendigo’s lack of Significantly expanded higher education and skills training a major higher education campus and expanding university enrolments strengthen the economy and build the city enrolments further economically disadvantages the city and and region’s profile and attractiveness for students, jobs, region employers and investment
Barriers continue to exist for people and particularly students Greater local and regional employment opportunities for to complete education and/or enter the workforce youth and long term unemployed
Youth continue to leave Greater Bendigo for education and Youth are attracted by better jobs, lifestyle, services and training and better employment prospects training and higher education places are substantially boosted and linked to the needs of the economy
High levels of the population continue to experience food in- Improved health and wellbeing outcomes for residents, security, poor nutrition and low levels of active living leading reduced health costs and a more liveable community to poorer health and wellbeing outcomes and increased disadvantage
Climate change adaptation, mitigation and direct action on A circular economy approach captures more local expenditure, the drivers are not realised and opportunities are missed creates new industries that deliver against greenhouse gas to reduce greenhouse gas emissions and build a circular emission targets and the city and region is seen as a national economy where local expenditure leakage is reduced leader
Rising energy costs impact most on those least able to afford The city progressively moves to fully renewable sources of them and the opportunity to build a comprehensive circular energy, reduces costs and achievement of zero net emissions economy around waste is not realised of greenhouse gas by 2036
31 GDP… measures everything, in short, except that which makes life worthwhile - Senator Robert Kennedy, 1968 3 A STRONGER GREATER BENDIGO 2030
3.1 An Inclusive, living standards in a community. An The traditional approach to economic Sustainable and Prosperous inclusive growth approach recognises development has often led to increasing Growth Framework that a continuing failure to tackle inequality and a growing social divide; inequality will create greater social a situation which can be observed in and economic issues in the future. This Greater Bendigo and regional Australia The Strategy’s inclusive, sustainable and inequality will ultimately come at a great as well as in large urban areas. This can prosperous growth framework has been cost to the local and regional economy, result in considerable differences in the built through an economic, social and to many people, households and quality of life between neighbourhoods, environmental context, advocating for communities. suburbs and towns, along with unequal a people focused, collective impact and access to education, healthcare, quality outcome-based approach. Inclusive, housing, jobs and public space. In part, sustainable growth combines the this gap is a result of the divergence traditional economic measure of gross between those without the opportunity domestic product (GDP) with a strong to generate a living wage and those who 3focus on social and environmental are highly skilled and command large progress. incomes. This model recognises a future where everyone living in Greater Bendigo will The resulting impacts on liveability have the opportunity to develop to their presents a significant challenge to a full potential. A future where: healthy economy but more so it impacts on the capacity of people to share in the • All children can achieve full potential benefits of growth. • Adults have the opportunity to reach their full employment potential There is a growing body of international regardless of their income, where research that supports the view that a they live or their access to health strong economy is underpinned by a fair and housing services, training, skills Historically, GDP has been used as the and equitable society. We know these development and networks main or even sole measure of growth economies typically enjoy stronger and and that has often been assumed to be more sustained growth over the long The Organisation for Economic measure of a population’s wellbeing. term and that communities are stronger Cooperation and Development (OECD) when and where welfare economics defines inclusive growth as “economic Although still an extremely important measure, GDP can distort the true state and economic development policies are growth that creates opportunity for combined. all segments of the population and of the economy. It focuses on material distributes the dividends of increased wellbeing in isolation from the full In light of the challenges to the ‘grow prosperity, both in monetary and non- dimensions of what a society values. now and redistribute later’ model, monetary terms, fairly across society”13. It fails to include wellbeing in terms of growth and wellbeing should be viewed Increasing use of the term reflects health, education and the environment, in inclusive terms. Ensuring economic concerns that economic growth over which are all vital in creating a liveable growth is distributed more equally is just the last 30 to 40 years has failed many community. As Senator Robert Kennedy as important as boosting growth overall. famously noted in 1968, “GDP … communities and increased inequality. An inclusive sustainable growth measures everything, in short, except framework has been built in the Strategy For Greater Bendigo, inclusive growth that which makes life worthwhile”. means ensuring that economic growth through an integrated approach to reaches and benefits all people in It is increasingly recognised that the economic, social and environmental our community, including the most traditional approach to economic development. The framework advocates vulnerable members. To achieve this, development of ‘grow now and an inclusive and sustainable growth economic growth should not be seen in redistribute later’ is not working and a methodology which views economic, isolation, but as connected to people, new, more inclusive model needs to be social and environmental outcomes wellbeing, the environment and overall established. through a single lens.
33 3.2 Vision
The vision for A stronger Greater Bendigo 2030 is to ‘shape an inclusive, sustainable and prosperous community where all people can thrive’. At the Strategy’s heart is an undertaking that we will endeavour to ensure that everyone living in Greater Bendigo will have the opportunity to thrive and participate in a great and liveable community. To realise this ambition, we need a people-centric approach to the Strategy and its implementation. Growth needs to be not only sustainable but inclusive, that is, it is shared by all. The ambition includes actively and collaboratively working towards a city and community where our economy is contributing to a fairer and more prosperous place; people are * Highest priority much healthier and have greater levels of wellbeing; young people have more opportunities and Grow sustainable jobs and Better link jobs, education, relevant pathways to achieve at investment skills and training offerings school and transition to better to the city and region’s needs jobs, and our environment 1 Transform and revitalise our city is looked after and better centre* 9 Invest in building our higher protected. 2 Capitalise on the opportunities education and skills training presented by our new gold rush* offerings and the transition The Strategy’s inclusive, pathways between them* sustainable growth framework 3 Unlock land and build new 10 Build on current local and will assist in achieving our vision key infrastructure particularly regional procurement programs and goals. transport, to support major jobs growth and investment* 11 Grow our unique leading-edge 4 Invest in and support business work experience and industry 3.3 Strategic Directions innovation engagement programs and Initiatives 5 Strengthen our brand and Be widely envied as a connections to the world A stronger Greater Bendigo leader in innovation, 2030 incorporates four strategic environmental and climate Increase liveability for all directions and fourteen broad change initiatives initiatives. While action will be 6 Support and enable a much 12 Plan and develop Bendigo taken on all initiatives, to provide healthier community* and region as low carbon and focus and drive transformational 7 Target investment in services, circular economy leaders* change, eight have been facilities and programs to 13 Transition to a regionally owned nominated as the highest communities most in need* new energy economy priority (*). The graphic on the right provides an overview of the 8 Support all our communities 14 Strengthen the city and region’s Strategy and is expanded on in and people to reach their full long-term water services plan further detail in the remaining potential* document.
34 A STRONGER GREATER BENDIGO 2030 3.4 Objectives • Build on industry and community • Strengthen the economy through collaboration, engagement and investment in higher education A stronger Greater Bendigo 2030 is creativity • Uplift the employability of all our structured around the following • Increase the fairer distribution of people objectives: social and economic prosperity • Build a more circular local and • Develop a smarter city and region • Focus on a more inclusive and fairer regional economy • Increase the number of longer-term approach to growth • Improve the quality of our sustainable jobs • Ensure there are opportunities environment and biodiversity • Enhance the capacity of our for all to participate • Comprehensively tackle the systemic businesses and workforce • Deliver more relevant - quality higher drivers of climate change • Invest in our connections to the world education and skills training programs • Use our community and business • Further develop our liveability • Link to a wide grid of water sources collaboration to be a leader
35 3.5 Implementation and priority (*). Other initiatives will be Working Groups established to Measuring Success assessed periodically by the Economic drive individual initiatives. Within Development Implementation Steering these working groups a Backbone A stronger Greater Bendigo 2030 is an Committee to determine strategic Organisation will be appointed and ambitious commitment to collectively changes or resource requests. established to lead and deliver each address multiple challenges across initiative. Each Backbone Organisation, The Strategic Directions and Initiatives with the appointed working group Greater Bendigo. The Strategy outlined within A stronger Greater incorporates four strategic directions Chair is accountable for achieving Bendigo 2030 require strategic and fourteen broad initiatives. In agreement amongst relevant leadership, oversight, and support, reality there is action taking place on stakeholders on the problem definition, particularly where additional and all fourteen now. The Strategy is about strategic interventions, benefits, and complex resourcing requirements are leveraging, harnessing effort, and success metrics that would provide prioritising further collaborative action required for the highest priority areas. resolution to the problem. Each would which will have the greatest collective The continuation of the Implementation be accountable for facilitating both a impact and target achievement on the Committee plays a critical leadership sectoral and cross-sectoral approach key outcomes that are sought and set and guidance role at the centre of our to achieving those targets where out in the Strategy. ecosystem of initiatives, programs, appropriate. working groups, institutions, and the The Implementation Committee will Further action will be taken on all community. initiatives, to provide strong focus and communicate the strategy to their drive transformational change, eight It is proposed that the Committee will stakeholders in ways that inspire, have been nominated as the highest be supported by several operational motivate, and engage people to
36 A STRONGER GREATER BENDIGO 2030 achieve it. The Committee will adopt a Collaborative Engagement Model to implement the Strategy which includes four levels of engagement effort – the four “C’s” – from its simplest form, delivering effective communication; to moving to a more nuanced coordination of services; to an increasingly deliberative collaboration model; and finally, to a collective impact model. There is a range of ways to track and Of the four “C’s” the Collective Impact14 measure success, including the use approach has proven to be one of the of continuous data and local-level most effective ways of grappling with monitoring, which it is proposed will be highly complex and interconnected aligned with International Standards on systemic social issues, in effect the Sustainable Cities and Communities15 wicked problems. The three other (See Appendix B – Suggested Localised modes, within the Collaborative Indicators). These standards provide a Engagement Model, provide a framework that supports baseline and framework for other initiatives to be historical data and opens opportunities addressed via a more standard and less for future forecasting and predictive resource-intensive approach. analysis. Emerging first in the United States International standards are sources in the field of improving educational of best practice developed with Success in delivering the attainment, Collective Impact has been experts from around the world. The Strategy will be measured used as the implementation model for International Standards on Sustainable through the following global initiatives such as education, Cities and Communities are particularly outcomes with a suggested health, women’s empowerment and useful in holistically measuring how list of localised indicators food relief. Collective Impact is a unique cities are becoming more sustainable outlined in the Appendix: approach to addressing collective and resilient. The standards provide a • A 2.65 per cent increase in challenges. the driving principle behind foundational comprehensive framework per capita gross regional the model is that, implementation to allow the city to rethink its operating product each year, requires very different approaches and model for the 21st century. This will be equating to approximately models of engagement and capacity- an even more relevant approach in a $85,500 per capita GRP building across several stakeholder post pandemic world. by 2030 sectors. The pandemic has placed greater • A 2.2 per cent increase in emphasis on improving citizen centric jobs per annum, equating service management, integrated to 13,000 additional jobs strategic approaches, and new digital over 10 years and physical resources management. • A 5% increase by 2030 in These areas will be need to be adapted the region’s key liveability to deliver against the broader goals of indicators the Strategy. Each initiative will enable • An increase in Year 12 a clear program logic and measurement or equivalent education for achieving success in the short, near, completion levels and longer-term horizons. and higher education participation rates to at least match the Victorian state averages • Comprehensively reduce our greenhouse gas emissions to deliver a net zero carbon city by 2036 or earlier
37
ACTION PLAN
The Strategy Implementation Lead partners from the Strategy Committee has identified four strategic Implementation Committee have also directions and 14 initiatives and been nominated, along with potential provided action statements for each. Supporting Partners who will be asked to provide advice and assistance where The Strategic Directions are: required. 1. Grow sustainable jobs and investments The Strategy Implementation Committee acknowledges the work 2. Increase liveability for all already in progress on some of the 3. Better link jobs, education, skills initiatives listed and looks to further and training offerings to the city and promote and extend collaboration and region’s needs support. 4. Be widely envied as a leader in innovation, environmental and 4climate change initiatives
39 Grow sustainable jobs and investment
40 A STRONGER GREATER BENDIGO 2030 The implementation of a world class globally connected region and city centre is achievable
1 TRANSFORM THE CITY CENTRE
Challenges and Opportunities a substantial education and training profile in the city centre. A city’s centre is its heart beat. Transform and Businesses cluster, visitors gravitate $400M of State Government investment revitalise our city and employment often seeks to locate in community and business facilities centre. in thriving city centres. The health of a in the next three years will further city is often judged by the appearance consolidate the city centre’s role and Highest priority of its city centre. City centres compete add further jobs. The four major banks with each other. A vibrant city centre is a and other financial institutions have Lead partners much loved and sought-after place to be. major regional offices in Bendigo’s city • City of Greater Bendigo centre. The city centre is also a public Bendigo’s city centre (Map 1), is the • Be.Bendigo transport hub for rail and bus. region’s largest concentration of jobs by • Bendigo Health far. Importantly, it has a strong diverse The city centre visitor economy is • Bendigo and Adelaide employment base – far more diverse very strong and accommodation and Bank than most regional centres. residential living in the city centre is growing. Retail in the city centre is the • Coliban Water The headquarters of the nation’s fifth largest concentration in the region but largest retail bank, Australia’s largest like in every centre it is transitioning and Potential supporting regional digital hospital and the most major chains are under pressure from partners visited regional art gallery in Australia online shopping. Food and beverages • Loddon Campaspe are all in Bendigo’s city centre. Three and outdoor dining are now a significant Regional Partnership very large schools, a major TAFE campus part of the retail scene. and two university campuses provide
41 The Bendigo city centre performs unevenly; many parts have adapted Map 1 - Bendigo city centre to and taken advantages of new employment precinct opportunities, others still need to transition. Bendigo Hospital The city centre has the region’s highest land values and generates the greatest wealth and revenue. Private investment and public expenditure in the city centre yield greater returns. The experience from cities all around the world is that renewal and investment in a city centre’s public realm and infrastructure are critical for long term appeal and Bendigo Senior Secondary College liveability. Bendigo TAFE Some of the infrastructure, including that below the ground, in the Bendigo Law Courts city centre will need renewal and in Art Gallery some locations has capacity constraints. Town Hall Successful, vibrant city centres are GovHub highly walkable, their public spaces are places where people want to be, their built heritage is conserved and buildings Bendigo Bank HQ are put to use, good design is mandated, they provide great residential living places, they attract creative people to live and work in them and they are safe, pleasant environments that appeal to all ages. Bendigo’s city centre is strong – with an estimated 18,000 jobs. A very diverse Railway Station range of what are known as ‘anchor institutions’16 underpin the city centre’s economy. A progressive program to create vibrant precincts in the city centre is underway. Leafy tree lined streets abound. The city centre’s gold mining era heritage is of national significance and much of it houses vibrant businesses. City centres have few ways to substantially revitalise their appeal connection. The implementation of a Adelaide is the best example in Australia and attraction in the short term. world class globally connected region that is utilising high speed digital Transformation is usually a longer-term and city centre is achievable. connections to revitalise its city centre program of planning and investment. and grow jobs and investment. This Through the existing infrastructure However, one factor has become opportunity in Bendigo links the urban assets of a local Telco, the Bendigo transformative for many cities in terms areas along the Bendigo to Melbourne city centre could deliver speeds of of attraction to business, generating rail corridor into this digital capacity 100GB/second to customers and the jobs and providing a major competitive and builds on one of the key actions community. We know from other small edge - digital connection speed. Cities in the Loddon Campaspe Regional cities such as Chattanooga – USA can now thrive on high speed digital Partnership’s Economic Growth Strategy. and Dunedin – NZ, that speeds in this connections. order can be transformative in terms of The Bendigo city centre is uniquely The Bendigo city centre has a unique growing businesses, attracting startups, placed with a cluster of businesses, opportunity among Australian cities to scaleups and creatives, and putting a health and education facilities, arts and realise its potential for high speed digital city on the international map. creatives industries and the prospect of
42 A STRONGER GREATER BENDIGO 2030 high speed digital connection, together as new investment occurs, to renew financially feasible. A joint approach with locked in major state government and expand the capacity of the city between the City of Greater Bendigo and private sector investment, to be centre’s facilities and services and the State Government to adopt an part of the new wave of economic • Drive the investment in facilities and agreed business and implementation development and job creation that infrastructure that will deliver a 100GB plan is critical to securing the necessary aligns with leveraging these unique city centre that can further attract financial investment. assets through what is known as an jobs, new institutions and residential innovation cluster or district. living in the city centre Next Steps Such places “foster innovation across • Capitalise on the benefits of new The City, through the Mayor’s Office, will industries by concentrating people hotel and residential development lead a locally convened working party of with different knowledge and expertise investment and enhance the public key stakeholders to work with the State in dense urbanized areas; experts in realm, vibrancy, walkability and Government to: technology, for example, work closely liveability of the city centre • Implement the Council’s adopted City with experts in bioscience, finance, • Plan for a resident population in the Centre Plan education, and energy. Innovation city centre of 10,000 people by 2050 districts are, in essence, the vanguard • Strengthen the cluster of anchor • Continue to shift from a ‘drive-thru’ to institutions in the city centre of a new ‘convergence economy’ a ‘go-to’ city centre which is galvanizing the growth of • Reap the full benefits of the State • Grow city centre jobs, diversity of more competitive firms and higher Government’s investment in residential living options and the quality jobs and spurring expansion in $400million worth of new facilities attraction for creatives to establish supportive professional and commercial businesses • Drive the investment in facilities, service sectors.”17 infrastructure and the necessary • Build much greater university program commitments by key stakeholders to and access presence in the city centre deliver a 100GB city centre What is needed potentially through a multi-university • Plan for a resident population in the Every City Centre is the beating heart facility city centre of 10,000 people by 2050. of their city and region. This action is • Expand the footprint, role and geared to capitalising further on the presence of the Bendigo Art Gallery • Grow city centre jobs, diversity of cluster of major institutions (commonly and further develop the Golden residential living options and the known as anchor institutions) which Dragon Museum, as the Chinese attraction for creatives to establish are located in Bendigo’s city centre Cultural Centre of Australia businesses and underpin its local and regional • Recognise and celebrate in the city • Build much greater university program role. Bendigo’s city centre has an centre that the Dja Dja Wurrung and access presence in the city centre extraordinary diversity in its businesses, are the Traditional Owners through potentially through a multi-university institutions, roles and creativity. It is the implementation of the Re-imagining facility region’s major employment cluster, it is Bendigo Creek Plan • Revitalise the railway station precinct the region’s centre of innovation and the • Revitalise the railway station precinct key focus of the transport corridor that by unlocking land development stretches from Melbourne to the NSW opportunities by relocating the border at Echuca-Moama. overnight stabling of trains Key Actions In order to realise the city centre’s full • Encourage and support owners of potential, the following actions are heritage buildings that are not in use • Realise the potential of the needed: to be given contemporary uses existing ‘100GB/sec’ digital capacity infrastructure in the • Implement the Council’s adopted • Make the city centre a safe, highly city centre City Centre Plan which invests in attractive place for residents, transforming the role, development businesses and visitors • Implement Council’s City potential and presentation of the city Centre Plan Realising the city centre’s opportunity centre including the revitalisation of • Build on our unique city to provide very fast digital speed the Hargreaves Mall centre ‘anchor institutions’ is the priority action. It requires a • Reap the full benefits of the State strong collaborative commitment and • Invest in the infrastructure, Government’s investment in investment by leading local businesses services and facilities needed $400million worth of new facilities and some key State agencies. They to support residential living • Partner with the State Government can jointly provide the critical mass and commercial investment and infrastructure providers and of users to enable this commercial in the city centre work with the development sector and community opportunity to be
43 2 CAPITALISE ON OUR GOLD RUSH
Challenges and Opportunities of 80 million ounces, valued at around $200M on today’s prices. Capitalise on the Gold made Bendigo and much of the region. In the nineteenth century In order to support large scale opportunities Bendigo was variously known as exploration and ultimately mining, a presented by our ‘Quartzopolis’, reflecting the scale of large area of 1,500 square kilometres has new gold rush. gold mining, and the ‘Vienna of the been earmarked for exploration based South’, for its marvellous German on large scale operations. Allocation of Highest priority inspired, gold funded architecture. Gold exploration licences is expected shortly. ceased to be an important part of the Lead partners city’s economy around World War 1, The jobs and investment potential of • City of Greater Bendigo however there is now a new gold rush what could be Bendigo’s second gold on the way. boom is emerging as perhaps Bendigo Potential Supporting and the region’s most significant Partners Kirkland Gold’s Fosterville mine east economic development opportunity. • Be.Bendigo of Bendigo has revived gold mining While mining itself generates jobs, the in the region, together with Mandalay • Loddon Campaspe support industries and services are very Resources gold and antimony mine Regional Partnership substantial. at Costerfield near Heathcote. With • Bendigo Region workforces of over 800 and 200 A labour force for mining can be Manufacturing Group respectively they have again put imported and can be fly in fly out, • Mineral Development Bendigo and region on the gold map. or it can be grown and developed in Victoria the region. The support industries The Fosterville mine has achieved an and services can be contracted in or • Bendigo TAFE international profile with identified developed locally. • La Trobe University gold resources valued at $4B. Minerals • Deakin University Development Victoria has identified that Bendigo and region possesses a very the gold resources to the east and north strong advanced manufacturing sector. east of Bendigo could be in the order The Bendigo Region Manufacturing
44 A STRONGER GREATER BENDIGO 2030 Group has been operating for nearly 20 years with an extraordinary record of collaborative initiatives, much of its strength is in heavy engineering for the mining sector, transport and specialist services, together with continuing What is needed growth in food processing. To maximise the return to the city and There is sufficient lead time to plan and region will need a strong partnership ensure that the economic development with the State Government and key and workforce implications and departments and agencies together potential of the new gold rush directly with a close working relationship with benefits Bendigo and the region. mining companies, service industries There are substantial implications and suppliers. The city and region in for education, training and skills partnership with the State Government development in a whole range of needs to position itself to take occupations that will be needed to advantage of this new opportunity and Next Steps support a major expansion in mining. ensure that the benefits flow to Greater Following the release of the exploration In order to ensure that the benefits are Bendigo and region and that the social licences by Minerals Development maximised it is now timely to consider and environmental impacts and costs Victoria, the City of Greater Bendigo and plan for a population increase are identified and planned for. will need to collaborate with key in towns and communities that will At this stage it can be anticipated that government agencies and stakeholders develop to support mining. Along with a comprehensive exploration program to establish a working party to identify this change will come the need for will create economic opportunities, the major infrastructure development services and facilities, infrastructure jobs, investment and potentially may required to facilitate and support the CAPITALISE ON OUR GOLD RUSH upgrades, environmental management, impact on some local infrastructure. exploration program and commence protection of natural resources and the Exploration though is a program that will the identification of the longer term cultural heritage of areas. have modest impact, it is preparatory social, economic and environmental Bendigo and region has an unrivalled to mining, which will require lengthy agenda items in relation to the potential opportunity to be the centre piece of processes before relevant approvals are for large scale mining activity in the Victoria’s second gold boom. These given and before it can commence. future. The City will need to work factors will be considered in the While these processes provide for a full with key industry groups such as the processes that would be need to be scale assessment of social, economic Bendigo Region Manufacturing Group, followed in gaining approvals for mining, and environmental impacts in relation Be.Bendigo and relevant education but planning and preparation needs a to the proposed mining, it is highly likely and training organisations to create long lead time – the time to start the that the ultimate scale of mining and a roadmap to support the city and process is now. development will be substantial and region to enable it to be able to fully have potential impacts in relation to capitalise on the opportunities provided matters such as; housing, community by the exploration program and more services and facilities, education particularly by the potential of a longer and training for a greatly expanded term large scale mining program. Gold resources workforce, communications and to the east and logistics, key infrastructure, services and facilities, transport, and the north east of development of local industries and Key Actions Bendigo could service suppliers. Prepare, plan for and progressively develop the be in the order While the timing and potential scale of the full development of the mining infrastructure, facilities, of 80 million operations is some years off, the services, businesses and experience of major, new large-scale workforce needed to maximise ounces, valued mining has often been that the full the benefits to Greater Bendigo at around $200M implications and transformative and region of this projected effects are not realised until operations major expansion in gold on today’s prices commence. Greater Bendigo and the exploration and mining to the region have sufficient lead time to plan east and north east of Bendigo. and prepare for this eventuality.
45 UNLOCK LAND AND 3 FUTURE INFRASTRUCTURE
Challenges and Opportunities
Unlock land and Similar to other regional centres, Bendigo has underutilised land in its city build new key centre and in some suburban locations. infrastructure, There are vacant sites and buildings in particularly the city centre, often with underutilised transport, to support and inefficient ground level car parks. major jobs growth Council owns large ground level car and investment. parks which have low net returns. Many city centre sites could be better Highest priority utilised for commercial and residential purposes. Land needs to be ‘unlocked’. Lead partners Bendigo and • City of Greater Bendigo Owners need to be encouraged and supported to make better use of existing region needs Potential Supporting sites and buildings. Vacant suburban serviced, Partners land, much of it mine despoiled land, • Department of Transport needs to be rehabilitated where feasible. suitably located • Department of In comparison with other similar and zoned land to Environment, Land, Water regional centres, Bendigo has limited accommodate the and Planning ‘greenfield’ sites set aside for business • Loddon Campaspe Regional and industrial expansion. Most of growing demand Partnership Bendigo’s land zoned for such purposes for employment • Victorian Planning Authority is constrained by proximity to sensitive land uses and they are not easily to service and • Department of Jobs, accessible to the transport network. Precincts and Regions support the city’s • Coliban Water With the appropriate planned areas, future growth infrastructure and investment in place, Bendigo and region is well placed to and development
46 A STRONGER GREATER BENDIGO 2030 Road, rail and air services provide access for business growth, jobs, education and training, commuting and connecting people to facilities and services
47 deliver significant local and regional west and north of the Bendigo urban Rail services are vital for the economic development and job area. Selected sites on the western and development of Greater Bendigo and opportunities. northern edges of Bendigo are able to particularly for the Melbourne – Bendigo provide: – Echuca corridor and the cities and Bendigo and region needs serviced, towns along the route. suitably located and zoned land to • Direct access to the Calder Alternative, accommodate the growing demand for Calder, Wimmera or Midland Highways Road, rail and air services provide access employment to service and support the • Land for major employment, business for business growth, jobs, education and city’s future growth and development, and transport hubs that is linked to training, commuting and connecting that will retain existing businesses but buffered from future residential people to facilities and services. The which wish to expand, facilitate further development increase in passenger services along the investment and jobs, and provide • With future infrastructure investment, corridor has facilitated development attractive locations for new businesses serviced land for Bendigo’s and the liveability of the corridor. to locate. It will also increase Bendigo’s employment and business growth The development of Bendigo Metro Rail, competitive ranking with many other • Land suitable for high quality, the provision of new stations, improved regional centres who have established environmentally leading edge, signalling, better track supporting large scale modern business park competitive business parks faster services between Bendigo and facilities that can attract new investment Echuca, improvements to stations and and drive local employment growth. • Ready access to Melbourne and links to the region to the north and west of increased car parking at stations, have Many businesses and industries need Bendigo all strengthened connections. to be able to easily access markets There is a need to move to a higher - primarily Melbourne, for local and The City has conducted an extensive and better level of service to grow the international delivery. They want to project to identify the opportunities capacity, better connect people and be able to draw upon a conveniently to resolve its shortage of future support jobs and investment. Increased located workforce, work with local industrial – business park land and track capacity between Kyneton and education and training providers to develop a new business park. Site Bendigo will facilitate more services, build the skilled workforce they need, selection, using a range of criteria, has established the potential locations for the provision of new stations at Huntly, have direct access to the state’s highway such facilities. New business areas to the Goornong, Raywood and Harcourt network, use safe transport route west and north of Bendigo will require will strengthen local and regional options and avoid travelling through the a new outer connector road linking commuting, and relocating the stabling centre of Bendigo. Ravenswood to Marong to Huntly to of trains from the Bendigo station Much of Greater Bendigo’s existing and facilitate transport movement, remove will unlock land for development. planned future urban growth is to the transport conflicts and improve safety. Bendigo Metro Rail and the Melbourne –
48 A STRONGER GREATER BENDIGO 2030 Bendigo – Echuca corridor need further What is needed investment to realise their full potential Greater Bendigo is a major, rapidly to support their communities. growing regional centre, with a To fully realise the capacity of the projected increase of 80,000 people over Bendigo rail system, and as set out in the next 30 years. It needs to unlock land Council’s Integrated Transport and Land in the city centre, in some suburban Use Strategy (ITLUS), new stations are locations and in planned greenfield needed, including at Lansell Square areas and sites to: Shopping Centre and Golden Square. • Support growing local and regional The line to stations at Maiden Gully and businesses Marong and to Bridgewater –Inglewood • Provide for 40,000 more dwellings Next Steps (to connect to the Murray Basin • Integrate land use development with Standard Gauge network), needs to be Form a high-level, State Government transport and other key infrastructure reopened. backed working partnership led jointly including water, sewer and by the City of Greater Bendigo, the In order to address capacity constraints community facilities Department of Transport and Coliban in the Melbourne metropolitan • Meet the needs of businesses looking Water and backed by the Victorian network, which limits the timetabling to relocate Planning Authority, Department of and provision of more services on the • Provide modern, well located facilities Jobs, Precincts and Regions and the Bendigo line, intra-region commuting that are geared to 21st century needs Department of Environment, Land, services between Kyneton – Bendigo for; energy, waste management Water and Planning to: – Echuca need to be introduced. The and reuse and environmental • Prepare a collaborative 30-year State Government has already flagged requirements and opportunities infrastructure improvement to provide Managed Growth Strategy which faster services between Geelong • Utilise a ‘smart city’ approach to integrates land use planning and Ballart to Melbourne. A similar improve sustainability and resilience, and development with transport commitment needs to be made for engage with the community, use infrastructure investment and Bendigo. collaborative leadership, work with provision of water and sewer and relevant organisations and use data related community facilities for Completing the public transport and integrated technologies to a population of 200,000 people upgrade Bendigo needs to convert to transform services and liveability predicated on minimising sprawl, the an all-electric vehicle bus service which These initiatives need to be undertaken need for the growth of car travel and runs frequently enough that using buses reducing our environmental footprint for commuting is a realistic alternative in the context of a plan that provides • Link the Managed Growth Strategy for a much larger number of people. for the growth of Greater Bendigo’s population to about 200,000 in 2050, to the development of leading edge An expansion of the walking and off road without all the detriments associated business parks to accommodate and separated lane on the road cycling with urban sprawl and integrated with the demand for future jobs growth, network needs to complement other a greatly expanded capacity of the and the transformation of the city forms of transport and shift a lot more public transport network and low centre which aims to accommodate a short and local trips to car free travel. carbon travel options. resident population of 10,000 persons
Key Actions
Prepare a 30-year Managed Growth • Better links employment areas • Rationalises land uses and Strategy which: with key transport links and infrastructure in the Bendigo East • Unlocks underutilised land in residential areas industrial and business area to the city centre, suburbs and in • Plans and build a new outer maximise opportunities for jobs greenfield sites to support jobs western transport connector to and growth growth, residential development support investment and jobs in • Integrates land use, transport and investment the city and region and infrastructure provision for • Develops leading-edge business • Expands the airport terminal and Greater Bendigo to accommodate parks for the expansion of develop an airport business park an expected urban population businesses in strategic locations of 200,000 that minimises urban sprawl
49 4 INVEST IN BUSINESS INNOVATION
Challenges and Opportunities find new markets and services. Most of the world’s largest companies – The nature of work, occupations, Invest in and generally IT and technology based, grew skills needed, how businesses grow in the last decades off the back of this support business and expand, and how the workforce innovation. and workplace are structured are all new innovative and creative job scene. changing. While many people work in Greater Bendigo needs to position Lead partners what could be termed the traditional itself to retain and attract talent that • Be.Bendigo workplace, new ways of working have operates in this space. Innovation and • City of Greater Bendigo emerged and these are driving business entrepreneurship are key drivers of development and investment. The gig the emerging creative economy with • Bendigo Health economy provides flexibility and new startup communities quickly becoming opportunities. Increasing numbers of Potential Supporting a global phenomenon. Entrepreneurial people are working part time by choice, Partners ecosystems are driving innovation, work hours are often flexible, businesses new business creation and job growth • Loddon Campaspe are finding that many jobs can be partly Regional Partnership and Bendigo is well placed to leverage undertaken by people from home or off their existing accelerator programs being highly mobile. • La Trobe University through La Trobe University and • Bendigo TAFE In some cases, particular jobs are being Bendigo Health who are establishing the • Bendigo Tech School undertaken remotely from a workplace. first regional Health Accelerator program New business ventures often involve in Victoria with the support of the startup enterprises that are seeking to Melbourne Health Accelerator Program18.
50 A STRONGER GREATER BENDIGO 2030 Ensuring our local businesses are strong and vibrant is the key to growth and building an ecosystem that embraces innovation and What is needed Economic growth requires continued creativity that will local and regional investment to drive drive productivity productivity and innovation and to deliver more jobs, better jobs and higher wages.20 Ensuring our local businesses, including our farm sector, are strong and vibrant is the key to growth and building The Federal Government’s Innovation an ecosystem that embraces innovation and Science Australia report, ‘Prosperity and creativity that will drive productivity. through Innovation – Australia 2030’19 We want a region that not only recognises innovation as imperative Next Steps encourages aspiration, ambition, hard in shaping opportunity in Australia. work and endeavour but also fosters Establish a working party comprising The report notes the impacts that the innovation, imagination and invention. key stakeholders within the innovation INVEST IN BUSINESS INNOVATION easing resource boom and an ageing space charged with the task of building population are having in reassessing A thriving ecosystem comprises a robust ecosystem. That ecosystem new opportunities for growth and entrepreneurial hubs and co-working will include the development of hubs increased productivity in order to spaces; connections between that drive and nurture knowledge and maintain current living standards. It entrepreneurs and mentors; access innovation and the implementation suggests that knowledge-intensive to angel investment and venture of a locally based capital raising fund companies comprising innovative ideas capital; access to entrepreneurial to support local startups, scaleups, coupled with the ability to export, will education; and events and activities creatives and entrepreneurs. provide the ‘most profitable, competitive that activate participation within the and productive’ opportunities for startup community. The expansion of Australians. The success of these educational programs for retailers and companies will provide significant small businesses in understanding Key Actions contributions to job growth in Australia digital disruption and the impact of through both direct and indirect working in a globally competitive market • Establish a “regional seed employment. is also required. Further investment in fund” to financially support our libraries recognises the major role local and regional startups Innovation-active organisations have they play as smart city hubs. and scaleups significantly higher contributions • Further build on the city’s to income and employment growth The implementation of a locally creativity by supporting compared with innovation-inactive based capital raising fund to support existing and new innovation organisations and these firms have local startups and scaleups, creatives hubs consistently outperformed other and entrepreneurs will attract new organisations that don’t use innovation. investment, create new jobs and retain • Develop mentoring services, The challenge our city faces is to harness existing jobs in the region. It will support skills training and knowledge the power of creative entrepreneurs businesses to improve their productivity sharing to support startups for long-term economic growth and and competitiveness, driving knowledge and scaleups development. and innovation.
51 5 STRENGTHEN OUR BRAND
Challenges and Opportunities
Strengthen Greater Bendigo currently utilises a multi-brand and traditional destination our brand and marketing model. In the tourist sector connections to a strong brand focus on arts and the world. culture has been very successful in positioning Bendigo. The expansion of Lead partners that to embrace gastronomy linked to major collaborative effort to gain World • City of Greater Bendigo UNESCO’s designation of Bendigo as Heritage listing for key sites across the Australia’s first City of Gastronomy, will region. Designation will further brand Potential Supporting further brand the city in terms of the the region. Partners visitor economy. At its simplest, a destination is a place • Strategy Implementation Working with the City of Ballarat and where people want to be. Destinations Committee 10 other local government areas across have always driven the flow of people, the central Victorian Goldfields, the capital and trade. But there is no City of Greater Bendigo is backing a winning post in the destination race –
52 A STRONGER GREATER BENDIGO 2030 destinations must undergo constant More recently, Bendigo has added to its renewal and refreshment. identity with a nationally prominent art Key Actions gallery, the head office of Australia’s fifth ‘One city, one brand’ takes an holistic largest retail bank, a national ranking • Expand on our emerging view, using values and traditions to digital hospital, greater recognition global connections and connect real people to a city’s identity. of its outstanding built heritage and opportunities Greater Bendigo has examined a a direct air connection to Australia’s number of other similar sized cities • Project a stronger and clearer international gateway city of Sydney. such as; Dunedin NZ, Dundee Scotland city and region brand and Chattanooga USA to provide an Creating prosperity entails bold • Prepare a city and region insight into potential opportunities and decisions and long-term investment prospectus positioning. in people and infrastructure. A story • Continue to build our strong draws us in, coerces us to partake in the Dunedin refers to itself as ‘one of the visitor economy journey and is a powerful instrument for great small cities of the world’. The city inspiring a shared vision. identified that it needed a brand which collectively expresses the city to the outside world and must be authentic What is needed and intelligent as well as intriguing A growing number of examples, I love the wonderful and creative. It needed a brand that particularly international, reflect that demonstrated that it is internationally the branding of the city as a whole in combination of a connected and future focused in a fast- terms of its economy and as a place to thriving and vibrant changing world. live are moving to a focused strategic city nestled in Box- city brand. In a highly competitive Dundee, reflecting on the fact that many Ironbark Forests with large cities are wracked by division and environment Greater Bendigo needs to conflict, brands itself as ‘one city – many ensure that it has broad appeal and is our grand historical discoveries’. able to position itself on a strong footing buildings and respect with other comparative cities at the Chattanooga, rather than speaking in state, national and international level. for our history flowery language and exaggerating the However, much of what passes for a (Indigenous, European, city’s upsides, which would have risked broad ranging prospectus of virtues and Chinese, etc.) and the coming off as fake, opted to embrace assets can often read as very similar to the city’s “meh” factor by releasing a what many other cities are promoting. passion we have for series of short, laugh out loud musicals This action has identified the value of shaping our future as that dubbed Chattanooga as a “literally using branding to create a sustained a sustainable, sociable, perfect” city. competitive advantage. STRENGTHEN OUR BRAND well-connected city21 The distinct advantage and power of a single place brand is the use of Next Steps storytelling that connects people with The Strategy Implementation a place. The strength of using stories - Survey response to the Committee through the City of Greater as a communication tool is the way to Greater Bendigo Community Bendigo will lead the key actions connect traditions and values – our DNA. Plan 2017-2021 associated with this initiative. The distinct DNA of Greater Bendigo encompasses gold, the railways, manufacturing, heritage buildings, forests, agriculture and water supply. These were historically fundamental to Bendigo’s growth and development into a mature, self-contained, confident city.
53 Increase liveability for all
54 A STRONGER GREATER BENDIGO 2030 6 SUPPORT A HEALTHIER COMMUNITY
Challenges and Opportunities The rates of Greater Bendigo has high levels of avoidable deaths Support and overweight and obesity and poor enable a much mental health22. The rates of avoidable among people aged healthier deaths among people aged less than less than 75 from community. 75 from cancer and heart disease are the highest in the state. Poor health is cancer and heart Highest priority costing the Greater Bendigo community an estimated $165M per annum, or disease are the Lead partners approximately $3,500 per household highest in the state • City of Greater Bendigo with the combined effects of healthcare costs and lost productivity from illness. • Bendigo Health As with other parts of Australia, rates • Bendigo Education providers, community and other Council of chronic disease are higher amongst socioeconomically disadvantaged stakeholders. Greater Bendigo and • Bendigo Youth Council groups23. Healthy eating, increasing the Loddon Campaspe region now physical activity and not smoking are possess the most comprehensive data Potential Supporting key to improving overall health and on people’s health, nutrition, physical Partners reducing premature age death, hospital activity and health behaviours as a result • Bendigo Community admissions and the growth in cancer, of the delivery of the ground-breaking Health Service cardiovascular and other chronic Active Living Census initiative. A survey of more than 24,000 residents across • Local Health Services diseases. These measures will also save the region provides an extraordinary • Loddon Campaspe people and households money, grow the economy and contribute to greater data base to guide efforts to improve Regional Partnership individual and collective liveability. community health and wellbeing. • Bendigo Loddon While rates of ill-health are high in Primary Care What is needed Partnership Greater Bendigo, the organisational structures, programs and resources are Many factors affect the health • Murray Primary Health already in place to tackle these issues, and wellbeing of individuals and Network including Healthy Greater Bendigo, communities, where and how we • DHHS the Healthy Heart of Victoria initiative, live, work and play, the health of the • RDV and a comprehensive Health and environment, our income and education Wellbeing Plan along with a range of level, and our relationships with family key collaborations between health and friends.
55 Local government, community Next Steps organisations, businesses and This Strategy acknowledges the Key Actions individuals all have responsibilities extensive work currently being and a role to play in supporting • Strengthen the Healthy undertaken by all health providers and improvements to local health and Greater Bendigo movement the leading-edge work being undertaken wellbeing. This can be through changes to lead a system-based by the Healthy GREATER movement to policy, community action, cultural approach to improving in conjunction with the City of Greater and individual behaviour change, and community health and Bendigo. The Greater Bendigo region is through improving our neighbourhoods wellbeing across the Greater supported by a national leading digital and environment. This means we Bendigo region hospital, a strong integrated health need to take a long term collaborative, sector and an investment in major • Engage all sectors of integrated, systems based approach health initiatives such as the Healthy the community in the to making change using platforms Heart of Victoria24. Greater Bendigo is development of the such as the Greater Bendigo Health well placed to turn around this major 2021-2025 Greater Bendigo and Wellbeing Plan and building on economic strain whilst increasing Health and Wellbeing Plan current initiatives such as Healthy liveability of the city. • Advocate for continuation Greater Bendigo, a partnership between of the Loddon Campaspe the City of Greater Bendigo, Bendigo The next steps will see a continuation Regional Partnership Healthy Health, Bendigo Community Health of the strong collaboration to support Heart of Victoria initiative Service, Bendigo Loddon PCP, Bendigo and promote general health and Education Council, Coliban Water, DHHS wellbeing by collectively investing in • Build on the city and region’s and the Bendigo Youth Council. major health initiatives and utilising digital health delivery, the data from initiatives like the Active research and innovation Bendigo Health holds Australia’s leading Living Census. Collaborative programs capacity provision of regional digital health and are needed on major policy decisions, • Support the establishment has potential to include a major, large- further development of the city and of research partnerships that scale research facility associated with region’s digital health delivery model, leverage the capacity of the an Australian or internationally known preventative health initiatives and new Bendigo Hospital and research partner or university. This associated research opportunities and its cutting-edge capabilities would capitalise on the strength of the capacity to reduce high levels of chronic as identified in the Loddon hospital in the provision of regional and poor health and wellbeing. Campaspe Economic Growth rural service delivery that utilises digital Strategy25 technology. In addition, two national profile universities have campuses at Bendigo Health. They provide a base to further develop new accelerator and incubator programs for research, entrepreneurial activity and innovation.
56 A STRONGER GREATER BENDIGO 2030 Local government, community organisations, businesses and individuals all have responsibilities and a role to play in supporting improvements to local health and wellbeing 7 INVEST IN ALL OUR COMMUNITIES
Challenges and Opportunities such that real approaches can be developed and delivered to make a real The available evidence points to a difference. Target investment growing geographical and social in services, gradient across Greater Bendigo Many organisations have discretion facilities and expressed in measures of wealth, over where and to whom expenditure programs to access to facilities and services, will be targeted. Council has the data health outcomes, and participation and capacity to lead by increasingly communities most levels in education and employment. targeting its expenditure in programs, in need. Disadvantage for many has become facilities and services to those areas intergenerational and entrenched. and communities most in need. Three Highest priority significant areas of support and service This situation is not confined to need to be targeted; housing, public Lead partners Greater Bendigo, it is widely seen in transport and digital inclusion. • City of Greater Bendigo the region, across Australia and the globe. The Strategy and the Lead Access to safe and secure housing is Potential Supporting Partners cannot resolve all the issues considered a fundamental human right. Partners targeting investment to communities While those with access to adequate most in need. The challenge and the housing often think little of it, those • Loddon Campaspe opportunity is to directly address without this necessity can find life a Regional Partnership some of the fundamental causes and a constant struggle. Without a right to • Strategy Implementation number of the actions in this Strategy housing, many other basic human rights Committee around infrastructure investment, are compromised.26 This includes the • Local health and jobs, education and skills training will right to family life and privacy, the right community service have a profound impact if they can be to freedom of movement, the right to providers delivered. Greater Bendigo is of a size assembly and association, the right to and has a high level of collaboration health and the right to development.27 between agencies and organisations
58 A STRONGER GREATER BENDIGO 2030 Housing and community services to developments which create a reliance meet specific needs are very important, on private vehicles. particularly in small communities, and Providing equity and inclusion means can present unique opportunities for ensuring everyone can access transport innovative facilities and services such as that is relevant to their needs and the proposal for a Heathcote Dementia circumstances30, especially accessing Village. places in local neighbourhoods, There is a clear relationship between commuting to work and travelling to housing and wellbeing, and access to and from school. adequate housing has a multitude of broader benefits, from better health The internet has transformed almost every aspect of our lives and is to employment nodes with greatly outcomes to improved learning improved public transport services, 28 increasingly regarded as an essential outcomes for children in school. In local walking and cycling networks. Greater Bendigo, suburbs with higher service. However, for the more than 2.5 million Australians who are still not Using clever and innovative city design proportions of households reporting to support these initiatives will better that they ran out of food in the last 12 online, the education, health, social and financial benefits of being connected connect people and places and make months are generally more likely to be big improvements in the health of within the low-income ranges.29 remain out of reach and is recognised as a key social justice challenge. everyone and economic development Equitable access to transport systems of the city. to those in need is fundamental. Greater There is strong evidence to substantiate that digital disadvantage aligns with Bendigo, similar to most other cities has Next Steps been largely predicated and developed other forms of disadvantage such as 32 This Strategy acknowledges and on the basis that ‘everyone’ has access social and economic and the benefits supports the continued collaborative to private transport. This is a false of the digital economy cannot be work identified within the development assumption; persons under 18, aged shared when some members of the of the City of Greater Bendigo’s persons, many with a disability, those community are still facing real barriers Affordable Housing Action Plan34 and who cannot afford a car are locked out to online participation. Digital inclusion the relevant ongoing initiatives from of the major transport option. is based on the premise that everyone should be able to make full use of digital the Bendigo Metro Rail Plan, and the Further the design of the city technologies – to manage their health Integrated Transport and Land Use necessitates that many families and and wellbeing, access education and Strategy.35 households need more than one car services, organise their finances and to fully participate – this situation connect with friends, family and the seriously disadvantages many people world beyond. in terms of access to jobs, education Key Actions The Australian Digital Inclusion Index and basic services and facilities. Young • Support increased affordable people, elderly people, those unable measures three vital dimensions of digital inclusion: Access, Affordability and available housing to drive or without the financial means options that are relevant to to run a car are disadvantaged by and Digital Ability. Higher scores mean greater digital inclusion. In 2019 the households’ needs score for Australia was 61.9, for Victoria • Focus on an equitable it was 63.3 whilst for Rural Victoria it investment strategy by was 56.3.33 These figures present an government and business on A developed country opportunity to support initiatives for those areas of the city and improving digital literacy and access communities most in need is not a place where to digital services, including but not • Increase the provision of the poor have limited to the expansion of services services which enhance from public libraries. access to jobs, education cars. It’s where and training the rich use public What is needed • Provide much greater 31 levels of better connected Greater investment in government transportation and accessible local public and business-led programs, including transport - Gustavo Petro, Mayor of addressing housing affordability/ • Break down barriers for Bogotá June 25, 2013 availability and the facilitation of more liveable higher density urban online participants environments that link residential living
59 HELP ALL OUR COMMUNITIES 8 REACH THEIR POTENTIAL
Challenges and Opportunities childhood programs can deliver with research uncovering a return between Growing importance is being placed Support all our $4 and $9 for every dollar invested in on the ‘first thousand days’ of a child’s early learning programs for low-income communities life which is now recognised as a and people to children. Program participants were period of maximum developmental followed into adulthood with increased reach their full plasticity, when the foundations earnings being sought in reduced potential. of optimum health, growth, and special education costs, welfare and neurodevelopment across the lifespan crime costs, and increased tax revenues Highest priority are established. A child’s home and later in life.39,40,41 community environment during the Lead partners ‘first thousand days’ impacts the lifelong The national SEIFA index42 provides • Strategy health, wellbeing and opportunity for a widely used method of measuring Implementation the child.36 The science suggests that advantage and disadvantage at the Committee education starts at birth.37 neighbourhood level. Across Greater Bendigo and the Loddon Campaspe Potential Supporting The Australian Early Childhood region there are communities and Partners Development Census38 is a national neighbourhoods with some of the • Women’s Health measure of vulnerability across six highest levels of disadvantage in Loddon Mallee domains undertaken in the first year of Australia. The size of Bendigo • Department of schooling. In 2018 in Greater Bendigo compared with the rest of the region Education and Training 22.5 per cent of children surveyed were means that numerically there are vulnerable in one domain and 12.5 per large numbers of people in the highest • First Thousand Days cent were vulnerable in two. This is disadvantage groups. Partner Groups compared with the Victorian averages of In Greater Bendigo there are six • Bendigo Community 19.9 per cent and 10.1 per cent. Health neighbourhoods represented in the Economists have also highlighted the bottom 25 per cent of the country.43 economic benefit that high quality Generally, people from more
60 A STRONGER GREATER BENDIGO 2030 disadvantaged backgrounds are much long term youth unemployment, in and improves the ability of people to less likely to secure long well-paid the country, and the numbers are participate socially and economically in long-term employment and to have increasing44. Our youth unemployment our community.47 high education achievement levels rate sits at 13 per cent (last five-year Students’ educational outcomes are including proceeding onto further study average). This is higher relative to other influenced by many factors including following school. areas in regional Victoria.45 their social and economic background, In Greater Bendigo, students classified Significantly the number of persons their family situation, their engagement as lower socio-economic status (SES) under 25 years unemployed for five with education, and personal qualities are more than 10 per cent less likely years or more in the Bendigo region (City such as resilience and self-confidence.48 to be studying a university degree of Greater Bendigo, Loddon and Mount Completion of a Year 12 Certificate or immediately following school than Alexander Shires and the northern part equivalent has become a marker and those in the highest SES cohort (32.6 per of Macedon Ranges Shire) now totals widely used indicator of likely future cent compared with 43.8 per cent). over 1,300. Without a serious concerted prospects and opportunities. program to tackle this, there is likely Even though Greater Bendigo has When young people do not complete to be a large cohort of young people one of the highest rates of regional a Year 12 certificate or its equivalent, in Greater Bendigo and the immediate employment growth in Australia, it they significantly increase their risk of region who face continuing poverty, also has one of the highest youth serious lifetime social and economic disengagement, limited prospects of unemployment rates, including disadvantages. There is a positive long-term employment and being able correlation between increased individual to lift themselves out of disadvantage46 learning and a reduction in the risk of - a cycle which can become future unemployment and long-term intergenerational and increasingly social and economic disadvantage.49 Educational difficult to break out of. This will also have detrimental effects on health and Overall, Greater Bendigo has attainment is an wellbeing. comparatively low levels of educational attainment compared with the state important predictor Education and prosperity go hand average – 81.1 per cent of 20-24- in hand. As we move into a fast of future health, year olds have completed Year 12 changing and globalised world, the or equivalent compared with 86.5 employment and relationship between the two becomes per cent across Victoria with even interdependent. Educational attainment welfare needs higher percentages in metropolitan is an important predictor of future Melbourne.50 health, employment and welfare needs
Youth (15-24 year olds) unemployment rates by region, March 2019
30% Source: ABS, Labour Force Survey, 12 month averages, March 2019 25%
20%
15% 13.6% 10.8% 10% 9.5% Unemployment rate Unemployment 5%
0% March March March March March March March March March March 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 Year
Bendigo youth unemployment rate Ballarat youth unemployment rate Victoria youth unemployment rate
61 A child’s home and community environment during the ‘first thousand days’ impacts the lifelong health, wellbeing and opportunity for the child Gender is another important focus approach to education, training, Improving gender equity across Greater for equal opportunity. Women in skills development, work experience, Bendigo is being led by the Coalition Greater Bendigo are more likely to unemployed/underemployed and for Gender Equity. This alliance of have a Diploma or Advanced Diploma, disengaged youth. more than twenty public and private Bachelor Degree, Graduate Diploma or sector organisations is currently The Greater Bendigo region is Graduate Certificate or Post Graduate developing a Gender Equity Strategy recognised as a leader in the delivery Degree than their male counterparts. for the City and is working together to of highly successful programs and This is consistent with Australia’s implement workplace approaches that initiatives that are being undertaken shared number one global ranking in improve gender equity for staff and such as those by the Goldfields Local educational attainment for women51 the community. The Coalition’s vision Learning and Employment Network, but stands in contrast to the is “a community where all people are Passions & Pathways, Bendigo Tech persistent national gender pay gap of respected, safe to participate in all School, Bendigo Region Manufacturing 14.1 per cent.52 aspects of community life and have Group, the Regional Engineering equitable access to the resources they Harnessing the knowledge and skill of Advanced Manufacturing project and need to succeed in achieving their women, by uplifting their participation the Bendigo Education Plan. Currently, aspirations, whilst living in a community in the workforce, is one of the principal there is no single coordinating body that that is free from violence against economic levers we can pull that will seeks to bring the whole 0 to 25-year- women”. drive greater productivity and build old spectrum into a clear consolidated economic prosperity. approach. Next Steps Harlem Children’s Zone research53 What is needed suggests a comprehensive set of services The Strategy Implementation Committee will: There is now an opportunity to map should be provided to children that out the next 10 or so years of Federal support them through their entire • Convene a ‘summit’ to explore key and State infrastructure expenditure education. This creates an environment issues and directly link this to sustainable and that provides children with the • Establish an alliance of key inclusive growth outcomes by targeting opportunity to find meaningful work as stakeholders adults. such items as, school completion • Undertake research to identify rates, school to work, skills training A prime example of targeting programs approaches being taken by other and higher education opportunities, is the commitment in Greater Bendigo communities increasing higher education places to to Victoria’s first land settlement • Identify gaps and the targeted tackle the low levels of higher education 54 agreement which has now been in initiatives that are needed participation, lowering the number of place with the Dja Dja Wurrung Clans • Identify key services and facilities persons on long term unemployment, Aboriginal Corporation for six years. needed to lift the capacity and improving health and wellbeing This agreement covers a large range opportunity of people outcomes, gender equity and lifting of management issues, integral to the people and households out of poverty. work of the Corporation in building • Leverage the work of Infrastructure Victoria to influence local investment There is an opportunity to develop sustainable employment, based in infrastructure that reduces a proposal for a pilot to establish on supporting Traditional Owner disadvantage a comprehensive 0 to 25-year-old aspirations for living culture and collaborative and coordinated economic self-determination.
Key Actions governments, businesses and • Continue our leading-edge relevant local organisations engagement with Traditional • Target programs on children’s to systematically address Owners and reconciliation in first thousand days, early years’ disadvantage general, building on Victoria’s first education and the gaps in the land settlement agreement 0-25-year-old support and • Focus on communities, assistance neighbourhoods and people • Support the community to engage disadvantaged by location, with the work of the Coalition for • Build on existing innovative and educational attainment, skill levels Gender Equity collaborative programs with and financial circumstances
63 Better link jobs, education, skills and training offerings to the city and region’s needs
64 A STRONGER GREATER BENDIGO 2030 9 INVEST IN EDUCATION AND SKILLS
Challenges and Opportunities The system and structure of higher Invest in building our higher education and education and skills training that has skills training offerings and the transition developed in Australia largely follows pathways between them. the population distribution pattern. Large institutions are concentrated in Highest priority Potential Supporting Partners the metropolitan cities and smaller • La Trobe University campuses are found in regional cities. Lead partners • Bendigo TAFE Unfortunately, the disparity in offerings, • Bendigo Education Council the concentration of prestigious • Loddon Campaspe Regional • Greater Bendigo Youth courses, the attraction of large research Partnership Council campuses for academics and the • Goldfields Local Learning and • City of Greater Bendigo far-flung nature and generally small Employment Network size of Australia’s regional centres • Dja Dja Wurrung Clans • Bendigo Tech School has produced unequal outcomes in Aboriginal Corporation • Department of Education and provision and participation. • Bendigo Health Training Numerous inquiries and reports have • Catholic and Independent consistently shown that participation Schools and achievement levels in regional areas are markedly lower than in metropolitan • Early Childhood Educators areas.
65 Students from regional areas The Strategy Steering Committee heard A higher education student population understandably gravitate to higher entry how more courses than ever before are of 20,000 is a marker of a vibrant courses. The contribution of La Trobe in delivered remotely and that attendance institution. While this may appear to be nursing, midwifery, mental health and at the campus is less of a requirement. aspirational, it is commensurate with allied health, as well as dentistry and It is much more than the student similar sized cities around the globe. pharmacy are particularly important population that has not materialised. Without such numbers Greater Bendigo to our community, along with Bendigo and region will simply not achieve or Universities employ considerable TAFE’s contribution to Nursing and deliver on its potential. Personal Care and the medical training staff many in highly paid positions. effort of Monash are a particular strength Universities consume goods Greater Bendigo’s workforce is of our local ecosystem. Additionally, the and services, students require growing. Overall unemployment is presence of Monash and La Trobe Rural accommodation and add to the low, businesses are finding that skilled Clinical Schools in the Hospital Precinct vibrancy of a city. labour with specialist knowledge adds significant benefit and builds on and experience often needs to be a cluster of important facilities which imported from elsewhere. The level of could be enhanced and expanded in the competition for a skilled workforce is future. high, with Bendigo needing to compete Large university on a number of fronts and against While these examples provide metropolitan areas and other regional exceptions to generalisations, the reality campuses are centres. is that higher education offerings on the whole in regional campuses have economic drivers It is critical that Greater Bendigo is able lower entry levels. The Bendigo campus in a city to compete as a highly liveable centre of La Trobe University is no exception; and able to offer an excellent range of it offers some high entry level courses services and facilities that will attract not such as dentistry and pharmacy, it has only the workforce it needs but ensure a strong research profile and program that families are attracted and want to in areas like rural health and it has Large university campuses are economic stay. The City is actively working with invested heavily in new facilities, but on drivers in a city. Staff engage with the major employers and employer groups the whole, similar to regional campuses agenda of the city, there is research to ensure that information and support across Australia, it struggles to compete collaboration, a university attracts is provided so that we are competitive. for school leavers outside its immediate conferences, events and visitors. The Programs are also supported which seek region and for international students. university and its profile is part of the highly talented migrants looking for branding of a city. Even a cursory look work opportunities. At the 1991 census the population of at other countries provides a dramatic Bendigo’s focus on advanced Greater Bendigo was about 71,000 contrast with the Australian regional manufacturing and the need for people*. About 5,000 students were picture of higher education. enrolled in higher education in Bendigo collaborative research has spawned a in what was then called the La Trobe In countries like USA, Canada, New unique facility at La Trobe University. University College of Northern Victoria Zealand and indeed in much of Europe, Using the example of Germany’s (in 1994 the institution was incorporated high prestige, large universities are Fraunhofer Institute model and inspired into La Trobe University and became found in regional cities of similar size by the City of Kaiserslautern, La Trobe the Bendigo campus of La Trobe). Thirty and often smaller than Bendigo. University and the City of Greater years later, with the Greater Bendigo Bendigo have implemented a responsive Building Bendigo’s higher education population having grown by about research facility that is working with the profile and offerings, increasing student 47,000 people the student population Bendigo Region Manufacturing Group. numbers and growing an economic at the La Trobe University’s Bendigo role for universities is critical for the campus is actually less than it was in the future of the city and region. It’s not a early 1990s. realistic option for the Greater Bendigo If the Bendigo campus student numbers community and businesses to look at had grown at a similar rate to the city’s the next 30 years with 200,000 people population it would now have over 7,000 and accept that we will still have 5,000 students. Even though Bendigo has university students. attracted a small Monash campus and RMIT University has opened a facility at the airport for pilot training, university education in Bendigo by student numbers has gone backwards.
66 A STRONGER GREATER BENDIGO 2030 Initiatives like the Regional Engineering What is needed Next Steps and Manufacturing Road Map project Success is often measured by The establishment of a working group has been designed to address developing a skilled workforce that that complements the work of the immediate shortfalls in the labour force uses knowledge to add value and Bendigo Education Council and the in nominated occupations. balance supply and demand for the Bendigo Education Plan and aligns with Hospitality and the health sector are skilled people who power a 21st century the outcomes listed above to: 55 two other areas where the demands economy. Greater Bendigo, through • Increase young children’s literacy and are outstripping the local supply. There the Bendigo Education Plan 2018 is numeracy levels is considerable scope to work with committed to re-shaping education and • Increase participation, retention the Dja Dja Wurrung on indigenous training so all people can continue to and achievement rates in secondary food initiatives and in training in the learn throughout their lives and have education and skills training hospitality sector. access to the skills they need to stay in work.56 The following actions are needed • Better align education with jobs and Longer term it is essential that Bendigo to meet the needs of our future city: skills for the future and region works with education and • Increase the number of higher skill training providers to grow its • Deliver a major increase in the education places where programs are own workforce with the skills that are provision of quality higher education locally delivered relevant to the needs of businesses and programs and research that are: industries. This will require investment - Accessible, developed locally and • Provide greater access to higher in education and training but with a engage with the community and education for local students greater focus on the structure and needs business of the current workforce and more - Linked to the city and region’s future particularly on the future shape of skills, economy and liveability occupations and businesses. Key Actions - Built on the city and region’s Initiatives like the proposed Institute creativity, innovation and advanced • Strengthen the economy of Gastronomy and Good Food at manufacturing strengths and support local and regional jobs by building a Daylesford in association with the - Able to strengthen the workplace competitive higher education William Angliss Institute with a focus and the workforce on artisan productivity is an example offering - Providing young people with locally of regional development with national • Strengthen and expand the delivered quality education options and international links, particularly higher education sector’s through the Bendigo City and region of • Boost the number of STEM subjects role in Health and Human Gastronomy UNESCO designation. and improve digital proficiency with a Service programs, including strong focus on developing the skills supporting the need for that employers need now and in the skilled workforce to tackle * At this time, the population of future mental health issues within the area that was to become the • University campuses with a total the population City Greater Bendigo following the of at least 10,000 students by 2030 • Provide significantly more amalgamation of all or the larger parts and 20,000 students by 2050 and a places in quality education of six municipalities is estimated to be national – international profile in at and skills training programs least three to five program areas 63,500. This figure comprises all or most • Meet the future education, of the former City of Bendigo, Borough • Address high levels of youth employment needs and of Eaglehawk and the Shires of Huntly, unemployment, support students service provision of a city and McIvor and Strathfieldsaye and most to stay in school longer, create local region approaching 400,000 of the Rural City of Marong and a small education, training and employment people by 2050 part of the Shire of Metcalfe. pathways for school-leavers and • Boost the number of STEM unskilled workers, and develop subjects available and further social support programs to aid improve digital proficiency workplace participation • Attract skilled workers and build the skill base of our existing workforce
67 BUILD ON OUR 10 PROCUREMENT PROGRAMS
Challenges and Opportunities This whole concept originated in the USA and has been further developed in Local procurement programs, the UK with the northern City of Preston Build on current particularly for large regional cities, are being a stand out demonstration local and regional demonstrating significant results. By project. In late 2019 Bendigo launched procurement focussing on increased opportunities the Generating Regional Opportunities for businesses to purchase goods programs. for Work (GROW) program managed and services locally, keeps money by Be.Bendigo and supported by the recirculating in the economy and builds Lead partners City of Greater Bendigo. This program businesses. • Be.Bendigo is based on the very successful Geelong • Dja Dja Wurrung Clans The overall result of these programs has program which managed to build Aboriginal Corporation identified substantial expenditure which extensive local procurement and then is leaving the region to purchase goods target recruitment for the new job Potential Supporting and services that could just as easily opportunities that arose in localities Partners and for a similar cost be purchased in Geelong with high unemployment • Strategy locally. In many cases, this challenges and disadvantage. The program has Implementation organisations to re-examine where produced very impressive results. they source goods and services and Committee The Bendigo program will expand proactively look for whether the same or further and progressively extend to similar could be supplied locally.
68 A STRONGER GREATER BENDIGO 2030 the wider region. It needs business, What is needed This challenges community and extended government The creation of social support programs backing so that it is placed on a secure organisations to that break down barriers to workplace long-term financial foundation and participation and support those in becomes integrated into the way in re-examine where need. Examples include programs that which people and organisations do provide services such as childcare they source goods business. and services for victims of domestic and services and Local procurement programs can be violence. Programs are often targeted to used as a collective impact initiative those with limited education and skills proactively look for with business, government, community levels. Per Scholas58 in the USA is an whether the same organisations and individuals working organisation that delivers world-class together to address disadvantage in labour market demand programs that or similar could be areas of high unemployment. Evidence connect people (many disadvantaged) supplied locally suggests that the most effective way to sustainable career opportunities. to improve outcomes for persistently The difference with these programs disadvantaged communities is to is that they take an holistic approach provide long term jobs and reduce by creating support ecosystems that unemployment rates within those areas are designed to dismantle common and, by doing so, strengthen the social workforce participation barriers. This and local economic fabric of the region.57 includes support in areas such as: Key Actions childcare, mental health and financial Further development of local management. • Support the GROW procurement programs will create new initiative and other jobs, build on local investment through But that is not a criterion, there is a programs supporting local electing to buy goods and services that wide range of programs. An example procurement to significantly contribute economically and socially is Dunedin’s SHIFT49 program59 – that increase the sourcing of local to our local community and injecting helps transition degree holders and and regional products and capital into businesses and non-for- equip them with technology skills, into services profit enterprises to target communities. the innovation sector and enables them • Drive local employment to increase their earning potential. This The Dja Dja Wurrung Clans Aboriginal opportunities and target program is targeted at new graduates Corporation through the local recruitment of workers from who are looking at enhancing their procurement initiatives are seeking disadvantaged communities employability. to be much more self-reliant and through a collaborative to particularly build the skills and program of local and regional workforce capability of their members. Next Steps procurement This is a program which extends across Support and build on the Be.Bendigo much of the Loddon Campaspe region GROW project and other relevant from its headquarters in Bendigo. local procurement programs . The Lead Partners from the Strategy Implementation Committee will establish a locally convened working party of key stakeholders to facilitate the expansion and promotion of local procurement programs throughout the city and region and to support a city-wide initiative that provides for a comprehensive transition to work program.
69 DEVELOP OUR INDUSTRY AND 11 WORK EXPERIENCE PROGRAMS
Challenges and Opportunities the industry engagement programs that the Bendigo Tech School has built into Work experience for students and young their programs. Grow our unique people has often been provided and leading-edge characterised as a series of ‘low level’ Significantly the Goldfields Local work experience tasks with very limited actual ‘real Learning Employment Network has built and industry work experience’. The Bendigo Youth an enviable program of work experience engagement Council has identified as one of the for students and has pioneered the major changes they want to see is to highly successful Young Ambassadors programs. substantially raise the employability of and Passions & Pathways program. The young people. This means structured latter is a state recognised program Lead partners work place learning, work-experience that has been operating for nearly a • Greater Bendigo Youth and engagement programs that build decade and matches Year 6 students Council the skills of young people, expose from disadvantaged schools to over • Bendigo Education them to the opportunities in the 60 employers in an immersive work Council world of work, and provide them experience program. For many students • Be.Bendigo with experiences and skills that are this is the first taste of the world of work acknowledged by future employers. given their family situation. The success Potential Supporting of the program led to funding that has Many more employers need to Partners now taken it to Heathcote, Castlemaine see these work experience and and Maryborough. • Strategy engagement programs as providing real Implementation opportunities for young people to make Ensuring local people, particularly Committee a contribution to the work place, to students and young people, are • Goldfields Local market their business as a prospective provided with the opportunity to Learning and employer of choice and to build career gain skills, find out about the world Employment Network paths. This is a high priority in the work of work, experience programs • Bendigo Region of the Bendigo Education Plan. that comprehensively build their employability and build their capacity to Manufacturing Group There are substantial opportunities to adapt to change are critical. Bendigo is • Department of build on a range of existing programs uniquely placed because it has many of Education and Training that some employers, such as members the support structures and collaborative of the Bendigo Region Manufacturing • Key organisations in arrangements already in place to pilot Group are offering, to build on strong Bendigo a major program on behalf of the State links some schools have built up with Government. particular employers, and to build on
70 A STRONGER GREATER BENDIGO 2030 Many more What is needed Next Steps employers need A comprehensive, collaborative, The Strategy Implementation Partners resourced program for all students will collaborate with other key to see these work and young people to build skills and organisations in Bendigo to prepare employability and provide them with a pilot program initiative for State experience and a far better chance of thriving in a Government support to facilitate the engagement changing economy. This will include expansion and promotion of a city- processes and programs that ensure wide initiative that provides for a programs as that our youth have employability comprehensive business-supported, providing real skills and are given the opportunity to structured and recognised work obtain these through targeted programs experience program. opportunities for such as work experience placements young people or internships and through structured approaches to part-time or casual work. Key Actions • Develop and implement collaborative business-led, supported and recognised work experience programs that strengthen the economy and young people’s employability • Work with the existing bodies in this space to expand our innovative and collaborative programs • Provide the opportunity for the State Government and relevant responsible bodies to support a unique collaborative pilot program for Victoria, building on the foundations that already exist in Bendigo
71 Be widely envied as a leader in innovation, environmental and climate change initiatives
72 A STRONGER GREATER BENDIGO 2030 LEAD LOW CARBON AND 12 CIRCULAR ECONOMY INITIATIVES
Challenges and Opportunities are all affecting the quality of living for Greater Bendigo residents. Many of these Our communities, like other communities challenges will impact greater on those Plan and develop around the world, are confronted by least able to cope and manage such as Greater Bendigo climate change, a aged people and those who have reliance on depleting natural as low carbon limited income. and circular resources, continuing loss of biodiversity, economy increasing energy costs, water scarcity Greater Bendigo can harness a strong and developmental pressures. These culture of collaboration and its leaders. challenges are not only a threat to the progressive stance on climate change health of the natural environment, they to make real change that will mitigate Highest priority threaten the health of our community and and adapt to these impacts. The real Lead partners the wealth and liveability of our region. challenge is to not only mitigate the impact of these changes and better adapt • Strategy The impact of rapidly increasing energy to them, but to take real action and be Implementation prices, increasing pressure on the part of a global movement to reduce our Committee long-term sustainability of food and greenhouse gas emissions. water systems, limited recycling and a local landfill running out of space
73 What is needed One of the characteristics of climate risk is that it manifests in disturbing ways that our social and economic systems may not be capable of responding to. McKinsey Global Institute discussed the characteristics of physical climate risk and the impacts of these on our current systems. To manage that risk, we need to move past future ideals of moving to a ‘new normal’ to adapting our systems to function in an environment of constant change. This is not something our financial markets, governments or communities have had to do before and as a result, decision making based on Greater Bendigo experience may no longer be reliable as it is today.60 can harness a It is this series of risks and knock-on strong culture of effects that presents that need for our collaboration and region to initiate actions such as the following: its progressive • Develop locally based opportunities stance on climate and enterprises for industry to deliver local jobs through waste reduction, change to make waste utilisation technology and real change Key Actions deliver a circular approach to local waste • Initiate a city-wide Carbon Drawdown project and enlist • Further support and develop key government, business the city and region’s agricultural Next Steps and community bodies to and horticultural strengths, food implement it processing and manufacturing Develop a specific accountable Climate industries Resilience (Mitigation and Adaptation) • Prevent urban sprawl through planned and • Progressively transform Bendigo’s Strategy for Greater Bendigo. targeted, well-located, new urban development model to combat The City in collaboration with a range housing options that match the current carbon-intensive urban of partners can deliver the Drawdown household needs and that sprawl model which increases Alliance Plan engaging and mobilising are better connected by low bushfire vulnerability, loss of habitat all parts of the community and economy energy use transport services and biodiversity to support climate mitigation and and networks • Development of a circular economy, adaptation that have significant return • Retain and enhance our inclusive of food, energy, water and on investment opportunities and unique biodiversity waste, that captures more local other benefits. This will form the key expenditure and the creation of new implementation arm and governance for • Long term transition to more industries this priority area. sustainable agricultural practices and products • Prepare and implement plans that Within the context of the Bendigo • Support investment in a manage the growth of Greater Drawdown Alliance, continue to work circular economy approach Bendigo to support a population of with all sectors to develop a local for food, energy, water and 200,000 people and a population of circular economy outcome for waste waste 400,000 people across the Loddon and create a joint zero waste plan for Campaspe region Greater Bendigo. This could form part • Develop community • Further development of a food hub to of a broader plan to investigate the and business supported support better nutrition, local access interactions and economic benefit nexus innovative reuse of waste to food production, reduce food waste between food, water, energy and waste products and increase local sustainability locally.
74 A STRONGER GREATER BENDIGO 2030
13 LEAD REGIONALLY OWNED ENERGY
Challenges and Opportunities The city is well Given its size, location and collaborative, Transition to a innovative culture, Greater Bendigo has placed to embrace regionally owned the opportunity to become virtually bold, placed based, new energy self-sufficient in terms of energy and locally owned energy economy. committing to zero waste. Currently, our use of fossil fuels for generation solutions Lead partners energy is a contributor to the climate • City of Greater Bendigo crisis. Cities around the world are leaders in this space. Cities that want Potential Supporting to be known for their leadership and targeted industry sector work, there is Partners which retain and attract people will be a significant opportunity to expand our • Loddon Campaspe those that lead in this space. Addressing capacity for waste to energy solutions. Regional Partnership this issue will not only have positive Additionally, with significant solar effects for the environment but can have • Central Victorian opportunities, direct access to the significant benefits for the economy. Greenhouse Alliance grid and a relatively small number of • Strategy The clean energy market will continue major energy users under a single Local Implementation to grow and renewable energy Government jurisdiction, the city is Committee represents one of the biggest investment well placed to embrace bold, placed opportunities the world has ever seen. based, locally owned energy generation Despite waste recovery efforts and solutions.
76 A STRONGER GREATER BENDIGO 2030 What is needed investigation around de-centralised and local solutions that ensure lower cost Deliver lower cost energy for businesses energy solutions and in turn promote and households through a locally based economic development.61 and owned network of renewable energy production. Catalyse a local and renewable energy network to strengthen the local Next Steps economy, secure energy supply in a more distributed system and reduce our Key Actions Within the Loddon Campaspe region carbon outputs. • Develop a local energy there is opportunity to build on the transitional plan to deliver large-scale Solar Feasibility Study Continue to investigate a portfolio an equitable new energy commissioned by the Victorian approach to the energy transition with a economy for the region Greenhouse Alliance to leverage range of generation and storage options, development opportunities including continued investigation of • Implement partnerships with particularly in the north of the region. managing rising groundwater using the regional community and In addition, the local appetite amongst renewable technologies building on the local businesses to drive manufacturers and commercial Underground Pumped Hydroelectricity sustainable practices businesses warrants further Scheme pre-feasibility study.
77 BUILD RESILIENCE AROUND 14 OUR WATER SERVICES
Challenges and Opportunities as recycled and stormwater. Bendigo is also one of the five Australian cities Resilience of water services is being chosen to be part of an integrated Strengthen the raised as an issue facing urban areas research and action project with the city and region’s across Australia, particularly inland Cooperative Research Centre in Water long-term water centres that do not have the option of Sensitive Cities62 and one of two cities desalination plants. Climate change has services plan. chosen to research how to develop a full already led to both reduced average transition strategy and implementation Lead partners rainfall and run-off and to more frequent plan. • Coliban Water intense rainfall events. The rising groundwater in Greater Becoming smarter in the way we Potential Supporting Bendigo is currently a problem but harvest, manage and use our existing Partners investigations are underway into long water resources will reduce the need to term solutions. • City of Greater Bendigo rely on water from other regions. • Department of Coliban Water has a strong focus on Environment, Land, Integrated Water Management and is Water and Planning investigating options for making the most of alternative water sources such
78 A STRONGER GREATER BENDIGO 2030 What is needed Current projections show that Greater Bendigo will have less water to support a growing population. Changing the To ensure our demand and use by consumers – domestic, industrial and rural are part of Next Steps water supply is the answer. Implement Coliban Water’s 2030 resilient in the face The region needs to ensure it is aligned Strategy and four pillars and align with Coliban Water’s Strategic Plan for of climate change, these with Bendigo’s Water Sensitive 2030. This includes improving demand City Indicator scores to deliver; equity we must continue management, a long-term plan to progressively shift water from highly of essential services, productivity to innovate in the and resource efficiency, ecological inefficient open water races in Bendigo’s way we plan for, urban area and surrounds and the better health, quality urban spaces, adaptive use of recycled water. infrastructure and good governance. design and deliver To ensure our water supply is resilient Substantially commit to the Water water services in the face of climate change, we must Sensitive Bendigo Partnership and continue to innovate in the way we plan expand the existing Memorandum for, design and deliver water services.63 of Understanding to other interested This includes reducing our per capita parties to ensure a full and agreed water use and using alternative water integrated transition plan can be sources for non-potable purposes in all developed. developments. Continue investigations Strengthen the city and region’s Key Actions into the use of recycled potable water long-term water management plan and Drive better and more and technology to improve water long-term investment in water assets. management. The effective execution sustainable management, (governance, coordination, funding, and Support the Department of conservation and reuse of our delivery) of the Bendigo Water Sensitive Environment, Land, Water and Planning water resources and provide City Transition and Implementation Plan to continue to implement groundwater water for growth. is critical. initiatives.
79 APPENDIX A - ECONOMIC IMPACT ANALYSIS FOR GREATER BENDIGO
The COVID-19 pandemic and associated Figure 1 - Australia’s Nominal Gross Domestic Product, Seasonally Adjusted65 social lockdown policies have resulted in numerous businesses having to close 525,000 Forecasts operations. Some of these closures will Remplan be temporary however for others this 500,000 will be a permanent closure. Those businesses undergoing a temporary closure may not have the capacity, or 475,000 the demand to return to pre-COVID-19 levels of operations. There is an urgent 450,000 $M need to understand these changes at a local geographic level. 425,000 5Economic forecasts at the national level, together with detailed local economic 400,000 and demographic data, are the basis upon which the economic impacts for Greater Bendigo have been estimated. 375,000 Jun Jun Jun Jun Jun Jun Jun In undertaking this analysis there has 2015 2016 2017 2018 2019 2020 2021 also been a focus on the role of tourism Year in the Greater Bendigo economy, as well as the overall implications of the social lockdown policies. The timing reduction in activity since March, with that losses in revenue are resulting in of economic (both employment industry lows forecast during May and proportionate job losses. and revenue) impacts across the June, and this is expected to continue Accommodation and Food Services respective local industry sectors over as a period of gradual recovery over is the one of the largest employers in coming months has been taken into the next six months. Over this period consideration. visitor economy activity is not forecast to Greater Bendigo, supporting 7.4% of all return to pre-crisis levels. In relation to jobs in the region (compared to 6.9% Over the 12-month study period for Victoria). The sector is the largest to the end of February 2021, it is overseas visitation, this may not return to pre-crisis levels for many years. component of the Greater Bendigo forecast that Australia’s nominal Gross visitor economy and has been heavily Domestic Product (GDP) will fall by 6.9 Greater Bendigo has a marginally lower impacted by COVID-19. It is important percent. The expected decline takes reliance on tourism compared to the to note that tourism contributes around into consideration both the summer Victorian and Australia economies. 3.4% of total economic output for bushfires, the COVID-19 restrictions Tourism supports 5.9% of jobs in Greater Greater Bendigo (compared to 3.6% for including the flow-on effects on the Bendigo, compared with 6.6% for the State). For Australia overall, research economy and accounts for the various Victoria and 6.2% for Australia. indicates that that food service spending stimulus measures announced by 66 has fallen by -38 percent compared to government in April. SGS Economics64 Research on household consumption the same time last year. estimates that without the stimulus indicates that spending has fallen measures, Australia’s 2019-20 GDP significantly in some areas. For instance, The Arts and Recreation Services would likely decline by over 14 percent. compared to the same time last year, comprises museums, parks and gardens, clothing and footwear has undergone a creative and performing arts and sports 60% drop in trade. and recreation activities. All these Industry Context Greater Bendigo has a mix of food activities have been directly affected related and other store-based retail by the social lockdown policies. It is The following section outlines the (e.g. clothing and footwear) and so forecast that many of these activities impact to the visitor economy and impacts are forecast to be in-line with will be the last to return to normal the regions industry’s most negatively the experience of the broader retail levels of activity as they typically involve impacted by the pandemic. The trade sector. These impacts are relatively the congregation of, and interaction visitor economy has seen a significant high and the ABEIS findings indicate between, many people.
80 A STRONGER GREATER BENDIGO 2030 Output
DISCLAIMER: It is recognised that at the time of writing in early June 2020, the The baseline value of economic output economic and social context for Greater Bendigo, that the nation is changing for Greater Bendigo is estimated at rapidly in response to the COVID-19 Pandemic. The economic impacts for Australia $15.341 billion.69 Output data represents presented in this report have been informed by a meta-data analysis of forecasts published by key Australian government agencies including the Australia Bureau the gross revenue generated by of Statistics, international authorities including the International Monetary Fund businesses/organisations in each of the (IMF), and leading Australia and international banks. Various national economic industry sectors in a defined region. forecasts, together with detailed economic and demographic data, to form the Gross revenue is also referred to as total basis upon which the economic impacts for Greater Bendigo have been estimated. sales or total income. There has been a particular focus on the key industry sectors in the Greater Bendigo economy, as well as the overall implications of the social lockdown While there has been an easing of policies, and transitional easing of restrictions in slowly reopening the economy. restrictions, the travel restrictions The timing of impacts across the respective local industry sectors over coming and other social lockdown measures months has been taken into consideration. associated with controlling the COVID-19 pandemic are estimated to impact the regional economy, resulting in a lower output estimate for Greater Bendigo of $13.091 billion until February 2021. Figure 2 - Forecast Impacts for Greater Bendigo – Monthly Output67 This represents an estimated reduction in economic activity valued at -$2.250 $1,400 billion, or 14.7 percent.
$1,300 The Greater Bendigo economy is forecast to experience a greater contraction in $1,200 relative terms than Australia (a forecast $1,100 decrease of 6.9 percent from the baseline). This is due to the role Greater $1,000 Bendigo plays in providing employment,
Monthly Output Baseline essential services and infrastructure $900 COVID-19 in the broader regional economy, and $800 the overall industry sector composition Feb Apr Jun Aug Oct Dec Feb of the local economy, in contrast to 2020 2020 2020 2020 2020 2020 2021 what we observe at a national level. In Year Greater Bendigo, the respective industry sectors are forecast to be impacted to varying degrees over this period. This Figure 3 - Group of Industries Experience Greater Change in Output68 also applies to the timing of the impacts (Percentage of Baseline Activity) and timeframes for recovery. Industries have been displayed based on the 100% current (June 2020) extent of change experienced as a percentage of baseline 90% output. In percentage terms, it is the ‘Arts & 80% Recreation Services’ sector, followed by the ‘Accommodation & Food 70% Sector’ that are forecast to be the most impacted, with both these sectors 60% expected to experience an impact Baseline activity on output of more than 50%. The 50% ‘Arts & Recreation Services’ sector comprises, Museums, Parks and gardens, 40% Creative and performing arts and Feb Apr Jun Aug Oct Dec Feb 2020 2020 2020 2020 2020 2020 2021 Sports and Recreation Activities. The ‘Accommodation & Food Services’ sector Year includes, Accommodation, Cafes and Arts and Recreation Services Rental, Hiring and Real Estate Services restaurants, Takeaway food services, Accommodation and Food Services Retail Trade Catering services, Pubs, Taverns and Bars Other Services and Clubs (Hospitality).
81 Employment
Based on baseline ratios of output to employment, the -14.7 percent 70 decrease in economic activity in Greater Figure 4 - Forecast Impacts for Greater Bendigo – Employment Bendigo would typically correspond 50,000 to a -16.55 percent loss of jobs. That is a decrease in output of $2,249 million 48,000 would typically result in a loss of 7,928 jobs. By the end of February 2021, 46,000 the modelling indicates the total loss 44,000 of jobs to be -2,451, or a -5.1 percent 42,000
reduction. Employment Baseline Pre-COVID-19 employment is estimated 40,000 COVID-19 to be 47,905 jobs, with the impact of 38,000 the pandemic seeing jobs reach a low Feb Apr Jun Aug Oct Dec Feb point of 41,311 in the May to June 2020 2020 2020 2020 2020 2020 2021 period, with a gradual recovery in line Year with the easing of restrictions occurring over the following months, however, not expected to reach pre-COVID-19 Figure 5 - Group of Industries Experiencing Greatest Change in Employment71 level during the forecast period. (Percentage of Baseline Activity) The above employment impact 100% analysis was informed by responses to the Australian Business Economic 90% Impact Survey (ABEIS) regarding revenue impacts versus changes to 80% staffing levels by industry sector. The largest impact on employment is 70% expected during the May and June period, where there is expected to 60%
be approximately 6,600 jobs lost. By Baseline activity February 2021 there is expected to be 50% incremental increases in employment with a net total of -2,451 jobs lost from 40% the pandemic. Relative to baseline Feb Apr Jun Aug Oct Dec Feb employment, the sectors to experience 2020 2020 2020 2020 2020 2020 2021 the greatest forecast reductions in Year employment levels at points in time during the study period are: Arts and Recreation Services Transport, Postal and Warehousing Accommodation and Food Services Retail Trade • 1,418 jobs in Retail Trade, May 2020 Other Services • 1,314 jobs in Accommodation & Food Services, April 2020 • 871 jobs in Health Care and Social It is noted the job numbers reflect the expected to have experienced the Assistance, May 2020 lowest peak of modelled jobs lost, greatest reduction in employment due • 781 jobs in Education and Training, with easing of restrictions impacting to COVID-19 and the social lockdown June 2020 on jobs recovery, for instance, the net policies is Accommodation & Food loss of jobs for ‘Retail Trade’ is expected Services, followed by Arts & Recreation • 586 in Construction, June 2020 to be -355 jobs by February 2021. In Services. • 434 jobs in Other Services, April 2020 percentage terms, the industry sector
82 A STRONGER GREATER BENDIGO 2030 Wages and Salaries
Employment levels are forecast to be relatively resilient over the study period, in comparison to the greater percentage falls in economic output. 73 Applying standard baseline ratios Figure 6 - Forecast Impacts for Greater Bendigo – Wages and Salaries between employment wages and $320 salaries, the net change in total wages and salaries would be -14.7 percent. $310 That is a decrease in output of -$2,249 million would typically result in a loss of $300 7,928 jobs and $3,143 million in wages $290 and salaries, however, by the end of February 2021 the modelling indicates $280 the total loss of wages and salaries to be Baseline Wages and Salaries Wages $270 -$147.5 million or -4%. COVID-19 $260 However, according to the ABS Weekly Feb Apr Jun Aug Oct Dec Feb Payroll Jobs and Wages in Australia 2020 2020 2020 2020 2020 2020 2021 data72, for many industry sectors in Year Australia the negative impacts on wages and salaries have been greater than the reductions in employment levels. It Figure 7 - Group of Industries Experiencing Greatest Change in Wages74 is likely that this reflects many factors, (Percentage of Baseline Activity) including reduced working hours across many industry sectors, combined with 100% some employers asking their staff to accept lower incomes over this period to 90% support their businesses’ viability. 80% The aggregate value of wages and salaries paid to people working in 70% Greater Bendigo is estimated to decrease by $367.7 million or 9.87 60%
percent over the study period. Baseline activity
The industry sector in Greater Bendigo 50% forecast to experience the greatest reduction in total wages and salaries 40% relative to its forecast change in Feb Apr Jun Aug Oct Dec Feb 2020 2020 2020 2020 2020 2020 2021 employment is the ‘Accommodation & Food Services’ sector. That is, this Year sector’s proportionate reduction in Arts and Recreation Services Transport, Postal and Warehousing wages and salaries is greater than its Accommodation and Food Services Retail Trade loss of jobs would otherwise indicate. Mining
83 Value-Added
Value-added data represents the Figure 8 - Forecast Impacts for Greater Bendigo – Value Added75 marginal economic value that is added $700 by each industry sector. Value-added can be calculated by subtracting local $600 expenditure and expenditure on regional imports from the output generated by $500 an industry sector, or alternatively, by $400 adding the wages & salaries paid to local employees, the gross operating surplus $300 Value Added Value and taxes on products and production. Baseline $200 Value-added by industry sector is the COVID-19 major element in the calculation of $100 Gross Regional Product (GRP). Feb Apr Jun Aug Oct Dec Feb 2020 2020 2020 2020 2020 2020 2021 Under the current COVID-19 Year environment the relationships between industry sector output and the components of value-added are non- Figure 9 - Group of Industries Experiencing Greatest Change in Valued Added76 standard and non-linear. (Percentage of Baseline Activity) Applying insights from the Australian Business Economic Impact Survey 100% (ABEIS) and the ABS Business Impacts of COVID-19 it is estimated that the 90% negative impacts in terms of total value-added will represent a greater 80% percentage decrease than for Output. One of the sub-components of value- 70% added is wages and salaries (income earned by workers). It is forecast 60% Baseline activity that aggregate wages and salaries will decrease at a greater rate than 50% the employment forecasts would 40% indicate. Reflecting reduced hours Feb Apr Jun Aug Oct Dec Feb for many workers, as well as reduced 2020 2020 2020 2020 2020 2020 2021 rates of pay for some. This is factored Year into the forecast estimates for value- added by industry sector, as are the Arts and Recreation Services Rental, Hiring and Real Estate Services forecasts for many industry sectors Accommodation and Food Services Transport, Postal and Warehousing that the percentage impacts for gross Other Services profits (gross operating surpluses) will be greater than a given percentage Bendigo will fall by $1,607.1 billion, or extend well beyond the study period in decrease in gross output (revenue). That 21.6 percent. Gross Regional Product this report. Providing further insights in is, a 20 percent decrease in revenue is forecast to decrease by 19.3 percent relation to this, the chart presents the for some businesses may correspond from $7.923 billion to $6.397 billion. forecast estimates of total value-added by industry sector as a percentage of the to a 100 percent decrease in profits Relative to output and employment, the respective baselines at points in time (income earned by businesses and recovery trajectory in terms of value- over the study period. organisations). Consequently, there are added (i.e. wages and profits) is forecast implications for net taxes (government to be flat and incremental. The time Extracts provided by REMPLAN - COVID-19 income). It is forecast that over the study required to return to pre COVID-19 levels City of Greater Bendigo Economic Impact period, total value-added for Greater of wages and gross profits is likely to Assessment Report, June 2020.
84 A STRONGER GREATER BENDIGO 2030 APPENDIX B - SUGGESTED LOCALISED INDICATORS
Grow sustainable jobs and investment • Number of households • Number of enrolled university • Employment/unemployment rates, • Living space (square metres) per students including youth unemployment person • Number of higher education degrees • Number and size of businesses, • Residential rental dwelling units as a per 100,000 population including activity generated by percentage of total dwelling units • Primary education student-teacher startups • Percentage of city population living ratio • Number of jobs below the national poverty line • Number of students graduating from • Visitor Economy, including number of • Percentage of population that are higher education visitor stays foreign born/new immigrants/non- Be widely envied as a leader in • Average personal income citizens innovation, environmental and • Number of in-patient beds and • Industry sector output and exports climate change initiatives physicians per 100,000 population • Gross Regional Product • Greenhouse gas emissions measured • Kilometres of bicycle paths and lanes • Under age five mortality per 1,000 live in tonnes per capita births and public transport system per • Percentage change in number of 100,000 population • Number of nursing and midwifery native species personnel per 100,000 population • Annual number of public transport • Percentage of areas for natural trips per capita • Suicide rate per 100,000 population protection • Percentage of commuters using a • Number of residential/non-residential • Total end-use energy consumption travel mode other than a personal dwellings and alterations to existing per capita homes vehicle • Percentage of total end-use energy • Percentage of population living within • Commercial air connectivity derived from renewable sources 500m of public transport running at • Square metres of public indoor/ • Number of gas distribution service least every 20 minutes during peak outdoor recreation space per capita connections periods • Number of firefighters/police officers • Energy consumption of public • Transportation deaths per 100,000 per 100,000 population buildings per year population • Number of homicides per 100,000 • Electricity consumption of public • Average commute time population street lighting per km of lighted street • Number of personal automobiles and • Number of violent crimes against • Average annual hours of electrical two-wheeled motorised vehicles per women per 100,000 population service interruptions per household capita • Number of cultural institutions • Percentage of population with regular • Total urban agricultural area per and sporting facilities per 100,000 solid waste collection 100,000 population population • Total collected municipal solid waste • Amount of food produced locally as a • Annual number of cultural events per per capita percentage of total food supplied 100,000 population • Percentage of the city’s solid waste • Percentage of city population • Number of mobile phone and internet that is disposed of in a sanitary landfill undernourished and/or overweight/ connections per 100,000 population obese – Body Mass Index (BMI) • Percentage of the city’s solid waste that is treated in energy-from-waste • Jobs-housing ratio Better link jobs, education, skills and training to the city and region’s needs plants Increase liveability for all • Percentage of students completing • Percentage of city population served • Key population and demographic Year 12 or equivalent by wastewater collection statistics • Percentage of students completing • Percentage of the city’s wastewater • Percentage of city population living in primary education receiving centralised treatment inadequate/affordable housing • Percentage of students completing • Percentage of population with potable • Average life expectancy kindergarten water supply service • Number of homeless per 100,000 • Percentage of school-aged population • Total domestic water consumption population enrolled in schools per capita (litres/day) • Number of apprenticeships
85 REFERENCES
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