Economic Development Strategy Adopted 28 August 2018
Contents
Introduction 1
Part A. 14 Background
Part B. 26 Opportunities for Growth
Part C. 33 Economic Development Plan
Part D. 60 Appendix A
3
Introduction Indigo Shire was established in 1994 with the amalgamation of parts of the former shires of Rutherglen, Chiltern, Yackandandah and Beechworth. It now covers an area of 2,016 sq km and includes the townships of Wahgunyah, Rutherglen, Chiltern, Barnawartha, Yackandandah, Kiewa-Tangambalanga, Stanley and Beechworth, and the communities of Kergunyah, Sandy Creek and the Indigo Valley.
The shire is a rich amalgam of heritage architecture and pristine natural environment nestled between Murray River frontage in the north and the lush foothills of the alps in the southeast. In between are productive agricultural enterprises, renowned wine growing in the highlands and lowlands of the shire, a celebrated box ironbark national park in the centre, the green rolling hills of dairy farming in the east and rugged, granite outcrops with stark reminders of the once lucrative goldfields in the south.
WAHGUNYAH
RUTHERGLEN
BARNAWARTHA CHILTERN
Indigo KIEWA-TANGAMBALANGA Shire
SANDY CREEK YACKANDANDAH
BEECHWORTH KERGUNYAH Victoria STANLEY
I Introduction
Indigo Shire’s vision, as outlined in the The Economic Development Strategy (EDS) is a Council Plan 2017-2021, is: five year strategy (2018/19 - 2022/23) that provides direction for Indigo Shire to build on its economic strengths, while supporting the economy through Indigo: leadership and collaboration. Heritage Shire – This document is reflective of a bold vision for Indigo Shire. Through investment in our local towns and Bold Future. our communities and by supporting innovation, Indigo Shire can capitalize on growth opportunities and strengthen its local economy. At the heart of this strategy is the belief that our role in the region is vital, and that we can improve our economy and quality of life without losing any of Indigo Shire’s distinctive characteristics.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Our Principles
Clean and Green: Future Focused: Adaptable and Diversity: Collaborative: Indigo Shire will We will focus on Responsive: We will encourage We will seek support business the opportunities The nature and support opportunities initiatives which of the future of economic a diverse and to collaborate are in keeping with development is often resilient economy regionally with the maintaining our opportunistic and public and private pristine environment we will be flexible sectors to respond to opportunities when they arise
Strategic Objectives
The following strategic objectives have been identified to respond to the challenges, vision and principles outlined in this document. Each of these objectives are linked to the Strategic Performance Targets to drive Indigo Shire’s economic future.
There are five strategic objectives outlined in the Strategy:
1. Business 2.Investment 3. Infrastructure 4. Vibrant and 5. Support for engagement attraction development activated town agriculture and the centres agrifood sector
III ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Strategic Performance Measures
The following targets are high level indicators of achievement and form measurable targets for the success of this strategy. There are internal 1. 2. and external factors which influence Population growth Grow the visitor economic development at a broader level and are not within the control Achieve a 1% population economy of Local Government. These above growth by 2023. • Increase visitors to 1.1m by targets are measurable and linked to This rate is a 0.4% increase on 2023 accessible data. the current population growth • Increase in overnight visitor Gross Regional Product (GRP) has and sits within the projected proportion to 40% by 2023 not been included as a measure rate of growth of Wodonga • Visitor economy output to within this Strategy as the opportunity (1.3%) and the average $130m and tourism jobs will to influence GRP goes beyond the projected growth rate for grow to 650 by 2023 implementation of the Strategy and non-metropolitan Melbourne is affected by other global forces. Victoria (1.2%) as outlined However, GRP will be captured and in Victoria in Future 2016. analysed each year to identify any new Population growth is a long and emerging trends in the economy. term measure of economic development.
3. 4. Attract $50m in All Indigo Shire funding for private Townships to and public sector achieve a Place Score investment over of 65 or higher by the five year life 2023 of the Strategy Place Score is a measurement This includes grant funding for tool which measures the visitor projects delivered by Council and residents experience and care and private sector business factor of a mainstreet precinct. developments within Indigo It then creates a PX score which Shire allows townships to create a base level score, measure areas of improvement and benchmarks mainstreet precincts against other similar towns.
V How this Strategy was developed
This Economic Development Strategy day exhibition period, the document was was developed in consultation with local revised and refined. trader associations, local businesses and key stakeholders via a mix of workshops, There was a range of national, state, focus groups and one on one interviews. regional and local strategic documents Approximately 65 people participated in that informed this strategy along with consultations for the development of this the results of the Indigo Shire business strategy. survey over the past three years. The Indigo Shire Economic Development A draft economic development strategy and Tourism Advisory Committee was was endorsed by Council in December actively engaged to provide guidance and 2017 and following feedback over the 60 oversight.
Project Process
Research and Analysis Stakeholder Engagemet Strategy Development
• Analyse local economic strengths • Engaging with key stakeholders to • Bring together the structure of to identify and understand ensure they have the chance the plan and clearly communicate targeted economic opportunities to contribute to and guide the the opportunities and outcomes process • Identify, collect and collate all • Develop vision, goals, strategic relevant socio-economic data • Engagement undertaken through priorities, action plan, key a mix of one-on-one interviews, peformance indicators and resources • Apply economic development workshops and presentations required to deliver the strategy tools to further analyse economic opportunities • Engagement will be guided by the • Present the strategy to Council learnings from the research and for consideration and feedback, • Identify and analyse trends analysis and to also identify new amend accordingly and submit the and influencing factors and emerging opportunities final strategy for implementation.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Celebrating Successes
The previous Economic Development supported the development of the SCT Strategy 2012-2017 outlined a wide Rail Hub. In addition, there were many range of initiatives. During this period business-as-usual activities with great Indigo Shire successfully implemented impact including Buy Local Campaigns the Chiltern Placemaking and Structure and attendance at the Regional Living Plan project, attracted $1.8m for the Expos in Melbourne. Another key feature Rutherglen Economic Revitalisation of this period was the implementation of Project, participated in the North the Business Survey which establishes East Cycling Optimisation Plan and benchmarks, monitors trends and subsequently attracted funding for rail receives feedback from the business trail extensions and enhancements, and community.
7 Part A. Background
ECONOMICA DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Strategic Alignment
Council Plan
Indigo Shire’s Council Plan drives the strategic direction of There are actions within the Council Plan which have been Council over the next four years. The Council Plan 2017-2021 included in the Action Plan for the Economic Development is based on five themes: Strategy. These are marked with an asterix * 1. Indigo’s People & Communities 2. Indigo’s Places, Townships & Infrastructure Indigo Destination Game Changer 2018/19-2022/23 (Tourism Strategy) 3. Indigo’s Economy 4. Indigo’s Environment & The Economic Development Strategy works in partnership with Sustainability Council’s Tourism Strategy – Indigo Destination Game Changer. These two documents share a single objective to grow Indigo 5. Indigo’s Civic Leadership & Shire’s economy. While the Tourism Strategy considers tourism Governance development, industry development, marketing and visitor servicing, the two key areas where the Economic Development Strategy and Tourism Strategy align are: ‘Growing Indigo Shire’s Economy’ is identified in the Council Plan as a purpose of Council and a key strategic theme. Strategic • Maintaining strong and vibrant town centres themes identified in Council’s Plan relating to economic • Investment attraction development are: There are actions within the Economic Development Strategy • 3.1. Indigo Shire has a growing local economy which are also actions listed within the Tourism Strategy. These • 3.2 Indigo Shire has a thriving tourism industry items are marked with a double asterix ** in the Action Plan.
9 Regional Plans
Hume Strategy for Sustainable 2017-2021, Indigo Shire forms part of the Ovens Murray Regional Partnership Communities Functional Economic Region (FER) along with Albury, Wodonga, Greater Hume, Indigo Shire is one of seven municipalities The Economic Development Strategy also and Federation Councils. The REDS which make up takes into consideration the Upper Hume document analyses the opportunities the Ovens Murray Regional Partnership. Sub Regional Plan as part of the Hume and key areas for growth across the Established in 2016, the primary objective Strategy for Sustainable Communities. region and is an important consideration of the Regional Partnership is to give The Hume Strategy identifies the in the development of the Indigo Shire regions a stronger voice within State following four key directions under the Economic Development Strategy. The Government and to give them a direct economic theme – A thriving and dynamic REDS document outlines the following six pathway into State Government decision- economy: elements: making processes. Regional Partnerships • Strengthening a capable workforce • Support and grow Agribusiness and bring a whole of government lens to softwoods industries throughout the complex issues facing regional • Adapting and diversifying agriculture the region communities. The Ovens and Murray in an environment of change • Grow the Transport and Logistics Regional Partnership 2017 Priorities are: • Facilitating research and innovation sector • Education and Skills in tourism, manufacturing and industry to encourage • Continue to develop and grow • Transport new and evolving business the Tourism sector and the visitor economy • Digital Innovation and Inclusion • Developing ICT and energy • Economic Growth infrastructure that builds on • Grow the Healthcare sector through existing competitive advantages the development of a Health precinct • Climate Change and in the region Renewable Energy • Attract and retain talent to sustain the Regional Economic Development • Local Amenity and Infrastructure supply of skilled workers by improving Strategy (REDS): liveability throughout the region • Health and Wellbeing As identified in the Albury-Wodonga • Capitalise on the region’s opportunity Regional Economic Development Strategy to be a special economic zone
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Economic Profile
Indigo Shire is located in Victoria’s picturesque north east and borders the Murray River and the Australian Alps. Indigo Shire is renowned for its natural beauty and historic towns. Industry in Indigo Shire is mainly rural in nature including agriculture, viticulture and horticulture. Agricultural value adds are also a strong contributor to the local economy.
Indigo Shire’s economy is largely driven by:
Manufacturing Rental hiring & Primarily food and beverage Real Estate Services manufacturing. While the sector is low in terms of employment, There is a heavy reliance on the this sector places a value on housing and has manufacturing industry with it strong linkages to other parts of the economy contributing 27.4% economic output such as construction and trades; and almost a quarter of local jobs. 27.4% economic output 25% 1/4 local jobs Construction
Retail, Food & Agriculture
Accommodation Livestock, grains and viticulture
Traditionally form part of the tourism sector
Source: Remplan 2018
11 ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Employment Employment by Industry
Indigo employed 4,826 people in 2016. The biggest growth in employment Industry sectors which experienced The industries which employed the has been in the following industries a decline in employment between most jobs in Indigo are: over the period of 2011-2016: 2011-2016 are:
Main Biggest Declining employment growth industry sectors sectors sectors
Manufacturing 22.3% Administrative & Support Mining Industry 100% (or 13 Agriculture, forestry & fishing Services 45.5% jobs) 11.3% Arts and Recreation Services Manufacturing industry 9.83% Health Care and social assistance 45.5% (or 117 jobs) 10.3% Transport, Postal & Warehousing Wholesale Trade 40.78% Retail Trade 8.9% 21% (or 31 jobs) Accommodation & food services 8.9%
Source: ABS 2016
13 66% Indigo Shire is a small of businesses in Indigo business economy, with Shire turnover less than over 97% of businesses $200,000 employing under per annum 19 people.
Source: ABS 2018 A full economic profile can be found in Appendix A.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Industry Overview
WAGES AND LOCAL EMPLOYMENT LOCAL REGIONAL REGIONAL VALUE- SUMMARY OUTPUT $M SALARIES EXPENDITURE JOBS SALES $M EXPORTS $M IMPORTS $M ADDED $M $M $M
AGRICULTURE, FORESTRY & FISHING $137.04 546 $11.60 $81.87 $46.21 $34.73 $43.41 $58.90
MINING $2.11 6 $0.43 $1.87 $0.23 $0.34 $0.80 $0.97
MANUFACTURING $951.80 1,200 $113.99 $113.87 $769.95 $212.16 $520.59 $219.05
ELECTRICITY, GAS, WATER & WASTE SERVICES $2.74 11 $0.92 $2.10 $0.01 $0.42 $0.61 $1.72
CONSTRUCTION $109.59 240 $16.87 $40.11 $9.09 $40.67 $36.72 $32.21
WHOLESALE TRADE $28.05 76 $8.33 $10.52 $6.88 $4.93 $9.62 $13.50
RETAIL TRADE $45.88 419 $18.03 $8.52 $1.81 $6.70 $11.04 $28.14
ACCOMMODATION & FOOD SERVICES $57.81 367 $14.36 $7.47 $24.23 $10.63 $24.19 $22.99
TRANSPORT, POSTAL & WAREHOUSING $32.46 131 $7.79 $17.75 $5.53 $8.21 $10.00 $14.26
INFORMATION MEDIA & TELECOMMUNICATIONS $3.88 7 $0.64 $2.11 $0.58 $0.54 $1.70 $1.64
FINANCIAL & INSURANCE SERVICES $17.85 31 $4.81 $11.70 $2.56 $2.35 $3.27 $12.23
RENTAL, HIRING & REAL ESTATE SERVICES $134.44 13 $1.25 $6.29 $1.34 $11.57 $21.48 $101.39
PROFESSIONAL, SCIENTIFIC & TECHNICAL SERVICES $49.33 187 $16.20 $39.16 $3.32 $11.74 $14.42 $23.18
ADMINISTRATIVE & SUPPORT SERVICES $19.76 87 $8.97 $15.58 $2.37 $4.05 $5.69 $10.03
PUBLIC ADMINISTRATION & SAFETY $58.02 292 $28.20 $4.93 $7.18 $11.24 $13.00 $33.78
EDUCATION & TRAINING $32.30 290 $21.80 $0.32 $0.64 $2.85 $4.59 $24.86
HEALTH CARE & SOCIAL ASSISTANCE $54.92 505 $36.86 $0.58 $4.78 $5.10 $7.51 $42.31
ARTS & RECREATION SERVICES $5.16 39 $1.08 $0.88 $1.08 $1.23 $1.57 $2.37
OTHER SERVICES $15.09 116 $4.69 $6.95 $0.32 $3.12 $4.99 $6.98
TOTAL $1,758.23 4,563 $316.81 $372.56 $888.11 $372.56 $735.18 $650.49
Source: Remplan 2018
15 The Visitor Economy
Tourism is a significant contributor to the economy in Indigo Shire. Indigo Shire captures around 850,000 visitors per annum and the tourism industry contributed around $105M in output to the economy and over 500 jobs in 2017. This figure shows the allocation of tourism output by ANZSIC Division. The data shows that accommodation and food services is the largest contributor to the tourism sector, followed by manufacturing. The large contribution of the manufacturing sector is most likely due to wine production in the region. 850,000 +500 VISITORS$105M JOBS
Tourism Output 2017
Accommodation & Food Services $54.37 Manufacturing $26.25 Ownership of Dwellings $7.60 Transport, Postal & Warehousing $7.28 Retail Trade $4.61 Administitive & Support Services $1.77 Arts & Recreation Services $1.24 Other Sectors $2.82
Source Urban Enterprise
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Demographic Profile
2006 2016 AGE 15,038 16,035 55-59
Population Age Structure
The population of Indigo Shire is 16,035 (ABS 2016). The biggest age cohort in Indigo Shire is the 55-59 Indigo Shire’s population is growing at approximately year old age group. Betweeen 2016 and 2031 the 0.6% per annum. Between 2006 and 2016 the proportion of residents aged between 75 to 79 population has grown from 15,038 to 16035 (+6.62%). years is expected to grow dramatically along with Victoria in Future – the Victorian Government’s the 80-84 year old group. This has implications projection of population and households estimates for the long term demand for services such as that Indigo Shire’s population will grow to 16,346 by hospitals and other forms of health and aged care. the year 2031.
78% COMPLETED POST SCHOOL 29.9% 18.1% QUALIFICATIONS
Household Composition Education Attainment
The most common household type in Indigo in 2016 78% of Indigo Shire residents have completed was one family households with only family members some form of post school qualifications. present, which formed 58.7% of all households in the This is supported by the key occupations of area. managers 19.5% and professionals 14.4%. This demonstrates Indigo Shire’s increasingly skilled The most common family composition was couple workforce and the ability of Indigo Shire to play a family with no children (29.9%) followed by couple role in the regional goal in workforce attraction family with children under 15 (18.1%). and retention.
92.9% of dwelling structures are a separate house. A full demographic profile can be found in Appendix A
Source: ABS 2016
17 ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Situation Analysis
Regional Context transport and distribution activities and supporting local businesses), this also is the regional headquarters for several brings opportunity. By capitalising One of Indigo Shire’s competitive state government agencies. Milawa in on the liveability of our townships, advantages is its proximity to the the King Valley, is a hub for industries Indigo Shire can grow the population regional cities of Albury/Wodonga and such as viticulture, cheese making and by providing lifestyle opportunities Wangaratta. tourism. for people who work in the regional centres of Albury/Wodonga and Wodonga is one of Victoria’s fastest The buoyant regional economy provides Wangaratta. Population growth leads growing cities, with its population employment opportunities across to higher demand for various goods expected to reach over 57,000 by 2036. a wide range of industries. The top and services and helps to generate Indigo has the opportunity to leverage employment sectors are manufacturing, increased consumer and business this population growth by providing trades, retail, agriculture and the health confidence leading to stronger levels of liveability opportunities to assist with and community services industry. reinvestment and investment attraction. attracting and retaining a skilled workforce. Employment migration Influencing Factors Together Albury and Wodonga have (Place of Work) primary transport links including and Trends Sitting within the regional context is air, rail and road. They also both There are a number of trends and the analysis of migration of workers have significant industrial estates factors which influence economic from Indigo Shires into other Local with the ability to attract major development in Indigo Shire. Actions Government Areas. Approximately half manufacturing businesses. This which address these trends can the working population live and work in presents opportunities for Indigo Shire be found in the Action Plan for this Indigo Shire (3137), a further 3,884 work to leverage off these businesses to grow document. the population in townships such as elsewhere, predominately in Albury/ Kiewa-Tangambalanga, Yackandandah, Wodonga. Barnawartha, and Chiltern. While there is some concern that Evolving Workforce Needs Wangaratta has a population of approx this ‘commuter’ community may lead The nature of work is changing. Due 28,000 people. Wangaratta is home to to escape expenditure (i.e. grocery to technological advancements and the major manufacturing facilities, shopping in Wodonga rather than rise of the ‘gig’ economy, a growing number of people are choosing to work from home or in shared work environments. Regional areas provide
Workforce Breakdown (Jobs) - Live in Indigo (S) (Dec 2017), work elsewhere a lifestyle opportunity for home based
Wodonga (C) workers who can be flexible with their
Albury (C) working environment. The increasing Federation (A) prevalence of home based work options Wangaratta (RC) can assist Indigo Shire to improve No Fixed Address (Vic.) its retention of working age adults Alpine (S) LGA of Usual Work primarily in industries and professions Towonga (S)
Moira (S) which have historically been centred in
Unincorporated (Vic.) capital cities. For example, knowledge Melbourne (C) based industries and professional East Pilbara (S) occupations. Telecommunications Unincorporated (ACT) infrastructure and access to high speed Benalla (RC) broadband is critical for Indigo Shire to Mitchell (S) capitalise on this trend along with the 0 400 800 1200 1600 1800 provision of innovative work solutions Jobs such as shared and flexible office based common use facilities, meeting spaces and conference facilities available for short term hire. Source: Remplan
19 Changing Consumption over the next 30 years. Rapidly industries of the future. Indigo Shire evolving energy, communications and will support innovation and foster Trends transportation technologies will boost an environment to encourage and Consumer preferences are constantly economic activity. Technology has the grow new ideas and investment in shifting in response to new trends potential to stimulate industries already technology. and economic factors such as online established and lead to higher levels of shopping, increased demand for labour productivity while also lowering ready to consume products and the barriers and costs of new and emerging Food Security growth of local authentic experiences. industries. With the world’s population forecast to Shifts in consumer preferences and Regional cities of the future will need reach 8 billion by 2030, interest in the the emergence of online shopping to compete on a different level as more regions agricultural potential is likely to will continue to erode the need for traditional job roles face disruption increase over the coming years. traditional store based retail. With from potential automation and a 8.9% of employment provided in the changing world of work. Agriculture, North East Victoria is traditionally a retail sector in Indigo Shire, the sector tourism, renewable energy, technology, strong agricultural area and is well will need to be agile and responsive in manufacturing and transport and positioned to capture some of the their offering to grow their businesses. logistics are all strengths in Indigo growth in demand for agricultural and Emerging consumer trends highlight Shire and have the capacity to be highly higher value food products. However, the demand for authentic local influenced by innovation. this growth will be tempered by other experiences and products. This is an factors, such as commodity cycles, opportunity for both retailers and the Startups lie at the heart of job creation, climate, exchange rates, costs of creative industries to meet the creative investment attraction and economic production and global competition as deficit by creating motivating, on trend growth across the world’s major well as competition from residential products and experiences which meet economies. Startups are amongst the and high value industry uses for the creative expectations of consumers. largest contributors to job creation agricultural land. in Australia creating more than 1.2 million new jobs between 2004 and Indigo Shire is home to a diverse range 2011 and contributed $164 billion to the of agricultural and food production Emerging technologies Australian economy. enterprises. Through regional and Innovation collaboration Indigo Shire can develop But it’s not just about jobs – startups and present a wider regional vision Continually evolving technology will contribute to the ideas and innovative for North East Victoria in the face of play a major role in shaping the mindsets which will create the solutions dynamic economic circumstances and development of Victoria and Australia to today’s challenges and potential the risks of climate change.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Competitive Assessment
Strategic Assets
The purpose of the strategic asset assessment is to identify competitive advantages of the Indigo Shire region by highlighting unique and specific assets that can be leveraged for economic development purposes. The following locational, geographical and existing industry characteristics are the strategic assets that further support growth opportunities:
STRATEGIC LOCATION AGRICULTURE LIVEABILITY
Indigo Shire is located in close proximity The combination of food and wine producers, Indigo Shire’s strong, small communities to the major population centres of Albury- dairy, value added production contributes within commutable distance to regional cities Wodonga and Wangaratta. This brings significantly to the local economy. provide with it access to a diverse mix of education, Environmentally, the area is of high value to a strong asset for Indigo Shire. By providing health and medical and transport related farmers, with productive soil and access to vibrant town centres, infrastructure and services. In addition, secure and highly regulated water supply. access to services, affordable blocks Indigo Shire’s location also provides links Agriculture is also a significant driver of the and a range of lifestyle and recreational to key transport and distribution hubs, visitor economy. opportunities, Indigo Shire can capitalise on including air, road and rail. the ‘tree change’ movement and the attraction of a skilled workforce into regional cities.
TOURISM THE NATURAL AND HISTORICAL ASSETS OF INDIGO Indigo captures 850,000 visitors each year (PAVE model 2017) who come for festivals, The Shire is bountiful with picturesque food and drink, cycle tourism, heritage landscapes along the mountains and foothills towns and cultural heritage tourism. With of the Great Dividing Range to the floodplains trail projects including the Beechworth to of the Murray River. The region is also home Yackandandah Rail Trail and Wahgunyah to to a number of historical sites dating back Lake Moodemere Trail, and scoping for a more than 40,000 years with Aboriginal, Beechworth to Yackandandah mountain bike Chinese, and European heritage. A unique trail, Council is building its tourism offering feature of Indigo Shire is its collection of in line with the Tourism Strategy. townships with beautifully-preserved historic streetscapes. These natural and built features add to the liveability of the area and also add to the tourism offer.
21 ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Roles and Responsibilities
The Role of Council Facilitation development related initiatives, such as workshops to build the knowledge of Council can both facilitate and enhance The key role in this program that the businesses around skill development. economic growth by providing an Council can play is as a facilitator environment for business investment, of opportunities. There is a really Planning and Regulation innovation and entrepreneurship – key important role for Council to play in connecting the various stakeholders in drivers of economic growth. The Council’s planning framework order to achieve desired outcomes. provides a mechanism to regulate and/ Council also has a role in working Council can act as the information link or encourage certain activities and collaboratively at a regional level between government, business and developments that influence economic offering a wider regional vision consumers, as relevant information is activity. Specific opportunities that in the face of changing economic vital in generating local awareness and relate to the Economic Development circumstances. These include large demand for identified priorities. Strategy is the role the Council plays scale projects, economies of scale, in ensuring businesses understand resource sharing and a greater The Council can promote events their obligations, and in making sure a capacity for advocacy and sharing of and activities that support business positive, proactive and solution focused services. capacity building and other economic approach is applied.
23 Provider of Services The Role of Business The Role of State and Service provisions is one of the major Development Groups/ Federal Government functions of Local Government. A Chambers of Commerce Indigo Shire Council works closely with consistent and reliable supply of the State and Federal Government services and information can support Business Development Groups and to identify projects which may be economic development related Chambers of Commerce provide a vital eligible for funding. These may opportunities. link between businesses and Council. In addition, these organisations: be infrastructure, planning or development projects. Where projects Stakeholders • Provide a networking opportunity meet the criteria for funding, Indigo for local businesses Shire Council then prepares a funding There are many economic application for consideration. In development related initiatives that • Advocate on behalf of the addition, Council also participates in are developed and implemented business community regional activities such as the Hume across the community that the Council • Work in partnership with Council Economic Development Network and does not ‘own’ or is not viewed as to identify and solve issues relating the Regional Partnerships initiative to the service provider for, but still to the business community ensure a high level of collaboration remains a critical contributor to the with both other local government successful implementation of the • Identify opportunities to build areas and the State Government on desired outcome. To this end, Indigo the capacity of local business Economic Development issues. Shire Council provides support to businesses, development groups, state and federal agencies with networking, training and promotion opportunities.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Creating a Dynamic Business Environment
Based on the ‘Diffusion of Innovation Curve’ theory (Rogers 2003) this graphic adopts the model and applies it to the local business environment. This sets out a new way of engaging with the business community – switching our focus towards the Innovators to encourage a culture of positivity and change
Council’s Role
• Thought leaders • Provide a high level of support • Drivers of change
• Facilitate grant opportunities • Willing to try new ideas • Provide opportunities • Growing and investing in their business for investment • Understand current markets and trends and make decisions based on this understanding Inovators • Self-contained, self-sufficient into the future Take our economy Take our economy • Works only with other innovators • Capacity to positively influence Passive group
• Comfortable with change • Assist to innovate Move towards Inovators
• Will adopt new ideas once they • Provide information on see demonstrated benefits current markets and trends to assist with • Willing to invest but not sure investment decisions where best to invest the future Business is Business is
• Link with innovators sustainable for Mainstream • Need support to grow their business and understand market change • Build capacity to change
• Resistant to change • Build capacity to understand new business models • Adverse to risk and opportunities • Fails to understand new markets • Encourage new investment and challenges Transition to Mainstream of business Resisters • Support for transition Transition out • Drives the conversation
25
Part B. Opportunities for Growth
ECONOMIC DEVELOPMENTB STRATEGY INDIGO SHIRE COUNCIL 2018
Across Indigo Shire
Renewable Energy Historical assets
Brings together community led initiatives such as Indigo Shire’s history can provide an opportunity the Community Energy Retailer and investment for growth by providing a historical backdrop for a opportunities in the renewable energy sector. contemporary experience of history – adding to the visitor experience.
Townships- Natural Assets – vibrant mainstreets water, mountains
& communities Indigo Shire is rich in natural assets – from the forest and mountains to the Murray River and Lake Hume, Vibrant mainstreets have long been recongised a these natural assets play a role in providing both a siginifcant factor in the decision of where people live. tourism growth opportunity and an attractive lifestyle Indigo Shire has the opportunity to capitalise on our opportunity. historic mainstreets to attract residential population growth and enhance the visitor experience. Building strong and vibrant communities and ensuring new subdivisions are well planned and meet best practice urban design will also also Indigo Shire to attract residential population. B 27 Industrial Land Growing the
Taking into the consideration the LOGIC and Nexus visitor economy developments in Wodonga and Albury, there is an Tourism’s role in the Indigo Shire economy is opportunity for Indigo Shire to consider light industrial significant, and the tourism industry is a sector land developments. which can be highly influenced by the role of Local Government.
Proximity to regional Proximity to Regional growth centres to Transport Hubs achieve population Due to its strategic location, Indigo Shire can promote growth opportunities for businesses based growth on the ability to reach domestic and international markets through key transport hubs. Indigo Shire has the opportunity to capitalise on the growth of regional centres such as Albury-Wodonga and Wangaratta and provide lifestyle options which contribute to the population of our townships.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Health Sector Agriculture and Agribusiness
Yackandandah Health There are opportunities to grow innovation within the agricultural sector and explore niche The expansion of Yackandandah Health will opportunities for food, beverage and crop growing. bring considerable economic and jobs growth benefits.
NDIS
The implementation of the NDIS will provide employment opportunities as agencies expand into Indigo Shire.
Ageing population
The expected increase in older residents will generate greater demand for health care and medical services along with the potential for residential aged care facilities. Creative Industries
The Creative Industries represent an area of growth for Indigo Shire and there is an opportunity to support both intiatives which can drive tourism and the artists which support the vibrancy of our local communities.
29 Township by Township
Wahgunyah Beechworth
• Cycle Tourism and • Capitalise on tourism; cultural heritage, events, cycle, waterway activation food/wine/craft beer, nature and revitalise supporting product strengths including accommodation and retail • Industrial Employment Land • Redevelopment of Beechworth Gaol, Historic Precinct • Population Growth and Railway Precinct • Niche Business opportunities • May Day Hills Development
• Solar farm development • Commercial leverage of Cycle Tourism • Access to Murray River • Expansion of Beechworth Prison
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Tangambalanga/Kiewa Yackandandandah
• Placemaking and Structure Plan • Capitalise on growth in tourism opportunities including Cycle Tourism • Residential development • Yackandandah Health expansion • Sale of Murray Goulburn to Saputo • Leverage/grow renewable and • Commercial and Industrial solar opportunities Developments • Arts and Culture • Cycle tourism – extension of Murray to Mountains link – • Local Food Culture Osbornes Flat to Huon • Creation of new Industrial Employment Land • Dairy Industry – niche business • Population Growth and value adding opportunities
31 Rutherglen Barnawartha
• Capitalise on wine tourism, nature • Promximity to LOGIC Centre activation including cycle, waterways and • Transport and Logistics food/craft beer, and activate supporting accommodation and retail sectors • Business incubator
• Rutherglen Economic Revitalisation • Residential Development Project • Vacant Railway Yard and Station • Heavy Vehicle Deviation • Commercial and Industrial developments • Expansion of Gas line to as per Structure Plan Rutherglen Industrial Estate • Recreation reserve – tourism, equine and alternative sports • Development of a multi-disciplinary ‘Health Hub’
Chiltern
• Grow tourism visitation and retail offering • Industrial Employment Land Opportunities • Leverage proximity to Hume Freeway • Implementation of Infrastructure projects Martins Lane and Connectivity project • Investment attraction in line with Chiltern Placemaking and Structure Plan • Review opportunities for streetscape beautification projects
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Part C. Economic Development Action Plan
C33 Economic Development Action Plan
Summary of The key priorities are: funding will be sought from a range 1. Business engagement of State and Federal Government Strategic Priorities 2. Investment attraction departments to assist with meeting the 3. Infrastructure development costs. The Economic Development Strategy 4. Vibrant and activated town centres is designed to provide Indigo Shire 5. Support for agriculture and Business as Usual Council with clear direction regarding the agrifood sector priorities to be implemented which will There are a number of activities assist in delivering the regions vision of Indicative Costs which are not listed within this a bold future. There are five strategic action plan which are considered priorities under which the action plan The following Action Plan sets out ‘Business as Usual’ – that is, everyday will be developed. The purpose of indicative costs for the implementation activities undertaken by the Economic this section is to provide more detail of projects within the Plan. These Development Department. These relating to each strategic priority, the figures indicate the overall cost of the activities form part of the work plan for rationale behind each priority and the project – not necessarily the direct the Economic Development Officer and anticipated outcomes. cost to Council. Where possible, grant are not included in the Action Plan.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 35 Key Priority 1: Business Engagement
change the way Council supports opportunities which in turn can businesses to establish and grow. provide the right ecosystem to support This single point of contact will also the growth of Startup enterprises. support the work of local Chambers of Commerce and Tourism and Development Organisations. This STRATEGIC OUTCOMES deeper level of business engagement underpins the work in developing and supporting vibrant and active • Supportive relationships developed Business engagement is the mainstreets. Continuing to engage with the local business community cornerstone of local economic with existing businesses, providing development efforts. Council has a focused business support and • Useful information provided vital role to play in maintaining links improving Council processes will for businesses between businesses and ensuring assist greatly in achieving the • Local businesses promoted that businesses are supported and objectives of the Strategy. informed. • Small business growth As the workforce evolution takes • Small businesses supported Central to improving business place, Council can play a role in to adapt to change engagement with Council is a single fostering a flexible work environment • Economic development point of contact for businesses who through the support and development embedded as a priority within can assist in working through the of shared or collaborative work Council decision-making permits and other requirements for spaces. These opportunities to starting a business in Indigo Shire. co-locate can also provide peer • Red tape reduced for new This customer service focus will support, learning and networking business initiatives
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Key Project: Business Development Officer
There is an ongoing need to support the business community with capacity building, information sharing and promotion. The employment of a Business Development Officer will provide a vital link between Council and local business by providing ‘on the ground’ support to understand the issues facing businesses at local level.
The position will provide a stronger link between Council and local Chambers of Commerce.
These actions are currently part of the workload of the Economic Development Officer and take up a large percentage of time. By providing additional human resources to e conomic development Council can significantly progress both business engagement and also achieve the high level strategic outcomes within this document.
The Business Development Officer will work across both the tourism and Economic Development teams to provide support to tourism operators and non-tourism based business.
37 Strategy 1.1: Engage and support new and existing businesses
PARTNERS AND INDICATIVE ACTIVITY WHO IS RESPONSIBLE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 COLLABORATORS COST
EMPLOY A BUSINESS Economic Development TBC DEVELOPMENT OFFICER TO PROVIDE AN ACTIVE AND VISIBLE PRESENCE TO THE x x x x BUSINESS COMMUNITY
DEVELOP A DYNAMIC AND Economic Development Staff UP-TO-DATE BUSINESS DATABASE SYSTEM AND Resource ENSURE INFORMATION IS CORRECT, UP-TO-DATE, AND CROSS REFERENCES THE x x x x MOST RECENT AUSTRALIAN BUSINESS REGISTER (ABR) DATA.
CONTINUE TO ENGAGE WITH Economic Development Small Business Staff SMALL BUSINESS VICTORIA TO ENSURE LOCAL SMALL Victoria Resource BUSINESSES HAVE ACCESS x x x x TO STATE GOVERNMENT PROGRAMS
ENGAGE WITH BUSINESS Economic Development Local Staff THROUGH A RANGE OF METHODS INCLUDING AN Businesses Resource E-NEWSLETTER AND REGULAR FACE TO FACE MEETINGS TO x x x x ENSURE COUNCIL HAS AN ON- THE-GROUND UNDERSTANDING OF LOCAL ISSUES
LIAISE WITH LOCAL Economic Development Chambers of Staff CHAMBERS OF COMMERCE AND DEVELOPMENT ASSOCIATIONS Commerce Resource Tourism and x x x x Development Associations
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Strategy 1.2: Provide support to small business through promotion, information, networking and grants
PARTNERS AND INDICATIVE ACTIVITY WHO IS RESPONSIBLE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 COLLABORATORS COST
PROVIDE A PROGRAM OF Economic Development Alpine Shire, $2k per EVENTS AND ACTIVITIES AS PART OF THE NORTH EAST Towong Shire annum SMALL BUSINESS FESTIVAL Rural City of Wangaratta, Wodonga Chamber of x x x x x Commerce Benalla Council Small Business Victoria Local Business Groups
PROMOTE LOCAL BUSINESSES Economic Development Local Business $3k per THROUGH THE SMALL BUSINESS SUPERHEROES PROGRAM Groups x x x x x annum
FACILITATE LOCAL BUSINESSES Economic Development Regional Staff TO CONNECT TO GRANT FUNDING AND SUPPORT Development resource PROGRAMS Victoria Small Business Victoria
ESTABLISH A DIGITAL Economic Development $10k per INNOVATION GRANTS PROGRAM TO ASSIST SMALL BUSINESSES Tourism annum TO DEVELOP THEIR ONLINE x x x x CAPACITY
DEVELOP A LOCAL PURCHASING Economic Development Staff FRAMEWORK AND PROMOTE OPPORTUNITIES FOR LOCAL Planning resource SUPPLIERS TO WORK WITH Infrastructure x x x x INDIGO SHIRE COUNCIL
Strategy 1.3: Encourage a culture of innovation and Start up Enterprises networking and grants
PARTNERS AND INDICATIVE ACTIVITY WHO IS RESPONSIBLE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 COLLABORATORS COST
INVESTIGATE OPPORTUNITIES Economic Development Launch Vic Staff FOR AN INNOVATION HUB OR CO WORKING SPACE TO SUPPORT ACRE resource THE CHANGING WORKFORCE Regional x x x x x ENVIRONMENT Business Hubs
IDENTIFY FUNDING Economic Development Launch VIC Staff OPPORTUNITIES AND DEVELOPMENT PROGRAMS resource TO SUPPORT START UP x x x x x ENTERPRISES
39 Key Priority 2: Investment Attraction
Through investment attraction, The rise of ‘Craft’ is also an opportunity Council can play a role in diversifying for growth in Indigo Shire. One of the the business mix by identifying and worlds ‘mega trends’, craft products providing incentives to businesses are rapidly gaining market shares. to set up or relocate to Indigo Shire. Craft Beer, Whisky and Gin, bread Council’s current investment attraction and artisan products are all areas of policy is limited to businesses specialisation for Indigo Shire. which will potentially employ over 15 people. This area of large scale business attraction is well covered By supporting niche opportunities by State Government Programs. By within Indigo Shire, Council can target broadening the scope of the policy, investment into the area which support the local economy and promote the Economic diversification has been Council can encourage investment in broader vision for the region. identified as a principle within this events, contemporary accommodation economic development strategy and investment and niche businesses. There is also an opportunity for Council the broader Hume Region. Indigo Strategic Outcomes Shire currently has a strong reliance to explore innovative incentive based on the manufacturing sector, which support programs for new prospective contributes 33% of total industry value investors. • An increased diversity of add, which is a way of describing those jobs in Indigo Shire industries which contribute the most to Renewable energy innovation has been • Growth of the Craft Industries the economic output of the Shire. This identified as an area of specialisation sector also contributes 22.2% of jobs for Indigo Shire, building on the success • Growth of the renewable in the Shire. The over reliance on the of Totally Renewable Yackandandah and energy sector food manufacturing sector can lead to the move towards a community owned • Appropriate investment disinvestment and severe social impacts energy retailer. Investment in this area in Indigo Shire during periods of downturn in the sector also meets State Government targets (as demonstrated during the recent and builds on work already done in • Tourism activities supported dairy crisis), and limits the diversity of Indigo Shire to identify opportunities for job opportunities in the region. Solar developments.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Community Energy
Council are working in partnership with Totally Renewable Yackandandah and Ausnet Services to develop a model of renewable energy generation, storage and retailing. The Yackandandah Mini Grid project is the first of its kind in the world and links together a number of houses who generate and share electricity.
The second phase of this project will change the way renewable energy is bought and sold, providing local options, solutions and employment in the renewable energy sector.
41 Strategy 2.1: Provide incentives for the attraction of business and investment that diversify and add value to the local economy
PARTNERS AND YEAR YEAR YEAR YEAR YEAR INDICATIVE ACTIVITY WHO IS RESPONSIBLE COLLABORATORS 1 2 3 4 5 COST
REVIEW COUNCIL’S Economic Development Regional Staff INVESTMENT ATTRACTION POLICY TO BROADEN THE SCOPE Tourism Development Resource OF INVESTMENTS WHICH ARE Corporate Services Victoria SUPPORTED BY COUNCIL TO INCLUDE EVENTS, TARGETED BUSINESS x x WHICH MAY HAVE BROADER COMMUNITY, TOURISM OR ECONOMIC DEVELOPMENT BENEFITS
REVIEW INCENTIVE PROGRAMS Economic Development Regional $5k and AVAILABLE INCLUDING RATE RELIEF OR GRANT PROGRAMS Tourism Development staff FROM COUNCIL TO SUPPORT Corporate Services Victoria x x resources APPROPRIATE AND TARGETED INVESTMENT
Strategy 2.2: Support ways to boost our economy through artistic and creative endeavours *
PARTNERS AND YEAR YEAR YEAR YEAR YEAR INDICATIVE ACTIVITY WHO IS RESPONSIBLE COLLABORATORS 1 2 3 4 5 COST
ESTABLISH A RELATIONSHIP Economic Development Creative Victoria Staff WITH CREATIVE VICTORIA TO PROMOTE INDIGO SHIRE’S Community Resource INTEREST IN CREATIVE Development x x INDUSTRY INITIATIVES
SUPPORT LOCAL CREATIVE Economic development Murray Arts Staff HUBS TO DELIVER PROJECTS AND PROGRAMS WHICH Creative Victoria Resource INCREASE THE CREATIVE Local creative x x x PROFILE OF INDIGO SHIRE businesses and organisations
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Strategy 2.3: Encourage and facilitate investment in the Renewable Energy Industry
PARTNERS AND YEAR YEAR YEAR YEAR YEAR INDICATIVE ACTIVITY WHO IS RESPONSIBLE COLLABORATORS 1 2 3 4 5 COST
ENCOURAGE ESTABLISHMENT Economic Development Totally $1k per OF COMMERCIAL SOLAR DEVELOPMENTS E.G. SOLAR Planning Renewable annum FARMS AND OTHER COMMUNITY Yackandandah INITIATIVES * Totally Renewable x x x x x Beechworth Private investors
WORK WITH TOTALLY Economic Development Totally $500,000 RENEWABLE YACKANDANDAH TO DEVELOP THE MICRO GRID Renewable Start up AND COMMUNITY ENERGY Yackandandah costs RETAIL PROPOSAL * Business sought Victoria x x x x x through New Energy Jobs Fund
Strategy 2.4: Promote targeted investment opportunities
PARTNERS AND YEAR YEAR YEAR YEAR YEAR INDICATIVE ACTIVITY WHO IS RESPONSIBLE COLLABORATORS 1 2 3 4 5 COST
DEVELOP A PROSPECTUS Economic Development Regional align with FOR CONTEMPORARY ACCOMMODATION AND FOOD Development Tourism AND BEVERAGE EXPERIENCES Victoria x x Strategy INVESTMENT **
PROMOTE OPPORTUNITIES FOR Economic development Staff INVESTMENT IN THE AGED CARE SECTOR x x Resource
PROMOTE OPPORTUNITIES Economic Development Staff FOR INVESTMENT IN THE EDUCATION SECTOR x x Resource
43 Key Priority 3: Infrastructure Development
interest. There are opportunities for Critical tourism infrastructure and key Council to develop Industrial land private sector developments also form precincts, however demand needs to part of this key strategy. be considered along with a regional context. With the LOGIC development In addition to Council infrastructure, in Wodonga and the $35M NEXUS National Projects such as the Inland development in Albury, Indigo Shire rail project may provide potential to needs to critically evaluate land leverage opportunities over the longer availability and zoning, assess demand, term. consider the types of businesses which may be suited to this development. Ongoing population growth will Strategic Outcomes create increased demand on The inability to access to natural existing infrastructure and delivery gas remains a cost barrier for many • Availability and demand for of future infrastructure. Economic businesses in Indigo Shire. Natural Industrial land assessed Development infrastructure ranges gas is unavailable in most industrial from key transport roads and bridges to • Increased Natural Gas areas in Indigo Shire and prevents industrial land availability and access to availability across the Shire the expansion of some light industrial vital services for businesses. businesses. Improving access to • Increased tourism infrastructure natural gas across the Shire could • Improved road transport links Industrial land availability remains an promote investment and expansion of area of economic development businesses. • Improved historic streetscapes
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Key Project: Beechworth to Yackandandah Mountain Bike Trail
North East Victoria is Victoria’s and Australia’s premier cycling tourism destination.
With Cycle Tourism expected to grow significantly and with the recent success of the Yack Tracks and Beechworth Mountain Bike Parks, there is an opportunity to develop a new piece of cycle infrastructure – an International Mountain Bike Association (IMBA) recognised ‘Epic’ Trail linking the two towns of Beechworth and Yackandandah. An Epic Trail is an internationally recognised trail rating system. There are only a few Epic Trails throughout the world and having an Epic Trail would make Indigo Shire a premiere Mountain Bike Destination. An Epic Trail is the equivalent of a ‘hatted’ restaurant. Epic Rides are what Mountain Bikers live for and make travel plans around. An Epic trail from Beechworth to Yackandandah would provide Indigo Shire with Australia’s only all-weather Epic Trail.
A report produced by Urban Enterprise regarding the development of the Trail estimates an ongoing impact on the Indigo Shire economy of $5.13m per annum in output supported by 34 FTE jobs.
The Beechworth to Yackandandah Mountain Bike Trail has the potential to be a significant driver of the local economy in both Beechworth and Yackandandah and the broader Indigo Shire.
45 Strategy 3.1: Lobby, advocate and attract funding for the delivery of priority infrastructure projects which enable and encourage economic development
PARTNERS AND INDICATIVE ACTIVITY WHO IS RESPONSIBLE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 COLLABORATORS COST
PROGRESS THE RUTHERGLEN Infrastructure Regional $4M HEAVY VEHICLE DEVIATION Councillors/Executive Development (VicRoads PLANNING AND TRAFFIC x x x MITIGATION* Victoria managed project)
IDENTIFY AND SUPPORT Infrastructure State TBD INITIATIVES TO UPGRADE ROADS AND BRIDGES ON KEY Councillors/Executive Government x x x TRANSIT ROUTES.
IDENTIFY FUNDING AND Economic Development RDV TBD IMPLEMENT STRATEGIES FROM Planning Federal THE KIEWA/TANGAMBALANGA x x x x x PLACEMAKING AND STRUCTURE Infrastructure Government PLAN Communications
Strategy 3.2: Ensure adequate employment land and services are available to support industry growth
PARTNERS AND INDICATIVE ACTIVITY WHO IS RESPONSIBLE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 COLLABORATORS COST
IDENTIFY FUNDING AND Economic Development Funding bodies TBD IMPLEMENT STAGE 2 OF CHILTERN INDUSTRIAL Planning EMPLOYMENT PRECINCT AS IDENTIFIED IN THE CHILTERN x x x PLACEMAKING AND STRUCTURE PLAN *
UNDERTAKE AN ASSESSMENT Economic development Indigo Shire $25K AND FEASIBILITY STUDY OF INDUSTRIAL LAND and planning chambers of AVAILABILITY AND commerce and x x x OPPORTUNITIES ACROSS development INDIGO SHIRE associations
UNDERTAKE AN ASSESSMENT Economic Development State TBD OF OPPORTUNITIES TO EXPAND THE NATURAL GAS NETWORK Government AND ADVOCATE FOR INCLUSION Gas suppliers x x OF INDIGO SHIRE ONTO THE SMALL SHIRES LIST FOR NATURAL GAS
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Strategy 3.3: Implement investment in Tourism infrastructure with Economic Development outcomes
PARTNERS AND ACTIVITY WHO IS RESPONSIBLE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 INDICATIVE COST COLLABORATORS
PROGRESS THE NORTH Economic Development Regional $5.7M EAST REGION TRACKS AND TRAILS EXTENSION Tourism Development AND ENHANCEMENTS, Infrastructure Victoria SPECIFICALLY Federal BEECHWORTH TO OSBORNE’S FLAT, AND Government x x x x OSBORNE’S FLAT TO HUON * TNE Other local Council’s
PROGRESS THE Economic Development Regional $245K design DEVELOPMENT OF THE BEECHWORTH Tourism Development and planning TO YACKANDANDAH Victoria MOUNTAIN BIKE TRAIL DEWLP $1.7M Parks VIC Construction Federal x x x Government TNE Yack Tracks Beechworth Chain Gang
INCREASE ACTIVATION Economic Development ACRE TBD AND DEVELOPMENT OF THE BEECHWORTH HISTORIC Tourism TNE PRECINCT INCLUDING THE Regional x x x x BURKE MUSEUM AND THE Development OLD BEECHWORTH GAOL Victoria
47 Key Priority 4: Vibrant and Active Townships
shopfronts indicate that retail is not Placemaking initiatives, there are meeting the demand of consumers. mutual actions involving the activation Retail is one of the sectors which is of public space. The accessibility of under the most pressure from digital food and beverages is becoming more change. Regional townships are not and more important to users of public immune to the impact of digital change, space and an essential ingredient in the changing nature of retail and creating great places. Rather than deal consumer behaviours. Council has with enquiries individually, a strategic a role to play in assisting businesses and equitable approach can be made to keep up with the rapid change and in identifying and facilitating business ensuring our mainstreets are active and opportunities which enhance public Mainstreet business and thriving vibrant. space, without compromising the town centres are at the heart of Indigo natural environment or recreational The Shopfront Activation Program as Shire’s small business economy. In facilities. outlined (right) will be supported by addition to the heritage character of a Place Activation grants program to the streetscape itself, Indigo Shire’s Indigo Shire has a number of historic implement micro events and activities mainstreets boast an impressive array buildings which form part of our across townships to improve the of locally owned small businesses. community and tourism infrastructure. experience of the towns for visitors and However, as changes to the retail, food, These buildings are not only historically residents. beverage and accommodation sectors significant but form part of the social fabric of our communities. A number continue to impact local businesses One of the barriers to commercial of these buildings are either in a state there are key challenges to be faced. activity in Indigo Shire is the restrictions of disrepair, or are under utilised – on use of public land for commercial Vacant shopfronts are an issue in a receiving only the bare minimum of activities. Through the Tourism number of townships. While visitation maintenance. There are opportunities Strategy, Recreation Strategy and and population have increased, empty to find modern uses for these buildings,
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 either repurposing them as community With population and visitation increases Strategic Outcomes: infrastructure i.e. Libraries, art in small townships, pressures on galleries or to consider leasing them as residential developments, business, commercial concerns. parking and infrastructure issues arise. • Mainstreet precincts in key Council is committed to a Placemaking townships have a vacancy While heritage streetscapes are a approach to assist our communities in rate of no more than 5% major attractor for visitors, they are managing this change. Over the next • Heritage shopfronts are also a measure of the prosperity of a four years, Council will implement a well maintained town and form part of an investment Placemaking approach in townships decision. Encouraging private sector who are facing a number of strategic • Micro activations create investment in shopfronts promotes issues which can be addressed vibrant mainstreets partnerships between Council and holistically. • Townships are engaged and planned private businesses. The Shopfront for using a Placemaking approach Refresh program will continue to be Vibrant and active towns centres are implemented across townships in a vital link in increasing the liveability • Heritage buildings are used Indigo Shire. of Indigo Shire townships, attracting for contemporary uses investment and providing a positive experience for visitors. • Key public spaces are activated
49 Key Project: Shopfront Activation Program
The Shopfront Activation Program will be an evidence based solution to the issues raised by community and businesses regarding the shopfront vacancy rate in some townships in Indigo Shire.
The Shopfront Activation Program will commence with a Place Score Assessment, followed by an audit of all the Shops in the Mainstreets of Beechworth and Rutherglen. This audit will assist in identifying gaps in the business mix, experience and opening hours. Based on the findings of the Place Score and the audit, Council will implement a range of strategies which will assist in promoting these townships as great places to invest – leading to increased tenancies.
There are four scenarios to consider:
1. Do Nothing 2. Targeted Investment Attraction
there will no doubt be interest in taking up some of the Following the gap analysis and research work, a tenancies of commercial properties in Beechworth and preferred business will be identified which forms part of Rutherglen. Without some kind of intervention, they are the ‘right mix’ for rejuvenated/innovative Beechworth and unlikely to be what is needed or a business which will Rutherglen retail. Investment attraction materials will drive change. With the current high vacancy rate, there be produced including video, digital and print collateral, is a very real risk that rental prices will drop and we distributed to specific, targeted investor businesses. A will start to see a proliferation of ‘reject shop’ style of range of investment incentives will be identified and retail. This is the start of a spiral of decline for any Main offered such as rate relief, heritage advice etc. Street and will impact the amenity of the destination, the audience segments who visit and return to Beechworth Potential Cost – approx. $10,000 and Rutherglen and efforts to grow the visitor economy. Potential impact - Impact is dependent on the investment attraction, but one ‘destination’ retailer addition to Potential Cost - Nil Beechworth and Rutherglen leads the way for further Potential impact - significant driver of declining economy investment confidence and can significantly lift the visitor experience.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 3. Short Term Intervention 4. Longer term investment and outcomes.
Using a series of short term ‘pop up’ style interventions, This project involves a significant investment from Council Council can rent empty shopfronts on a short term basis. which has the opportunity to significantly influence and Through an Expression of Interest process, Start Up change the outcomes for Beechworth and Rutherglen businesses can be supported to trial a retail shopfront, Main Streets. This project is modelled on the ‘Win This potentially leading to longer term rentals and investment. Space’ initiative. This would involve Council renting 2-3 While this is a lower cost scenario, there is less likely shopfronts and subsidising the rental for one year on to be longer term benefits of businesses staying in the these properties. There would be a rigorous selection property after the Pop Up is completed. It may enhance process for the type of business and the business owner, the visitor experience in the short term. to confirm the long term viability of the business. The ideal outcome is that the business takes over the lease of Potential cost: $20,000 the property after the one year period finishes. Potential impact - Enhance the visitor and retail experience in the short term. Showcase retail innovation Potential Cost: $100,000 to existing retailers. Mitigate declining confidence and Potential impact - Delivers a vibrant Main Street slow a downward spiral, while longer term initiatives are experience, leads the way for retail innovation and appeal pursued. to growth audience segments. Drives the future shape of Main Street retail.
51 Strategy 4.1: Encourage Indigo Shire’s mainstreet precincts to be vibrant hubs of retail, community, hospitality and commercial activity
PARTNERS AND INDICATIVE ACTIVITY WHO IS RESPONSIBLE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 COLLABORATORS COST
IMPLEMENT THE SHOPFRONT Economic Chambers of TBD ACTIVATION PROGRAM IN BEECHWORTH AND Development Commerce RUTHERGLEN (WITH OTHER Tourism Regional TOWNSHIPS TO FOLLOW) Development WHICH ADDRESSES VACANT x x x SHOPFRONTS AND THE NEED Victoria FOR CONTEMPORARY RETAIL PRODUCT
DEVELOP A PLACE ACTIVATION Economic Development $15k per GRANTS PROGRAM TO SUPPORT MICRO ACTIVATIONS IN TOWN x x x x x annum CENTRES
REVIEW CURRENT SUPPORT Economic Development Local Staff TO LOCAL CHAMBERS OF COMMERCE TO ENSURE Tourism Chambers Resource ACTIVITIES ARE IN LINE WITH of Commerce x COUNCIL’S OBJECTIVES and Tourism Development Organisation
DEVELOP A PARKING STRATEGY Economic Development Chambers of TBD FOR BEECHWORTH AND YACKANDANDAH * Infrustructure Commerce x x
DEVELOP AND IMPLEMENT Infrastructure x TBD A SHIRE-WIDE TREE PLAN INCLUDING PUBLIC SPACES, EG PLANTING AND REPLACEMENT *
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Strategy 4.2: Use a Placemaking approach to enhance lifestyle opportunities and attract residential population growth
PARTNERS AND INDICATIVE ACTIVITY WHO IS RESPONSIBLE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 COLLABORATORS COST
DEVELOP A PLACEMAKING Economic Development Regional $50K PLAN FOR YACKANDANDAH* Tourism Development Planning Victoria Communications Yackandandah x x Infrastructure Chamber of Commerce Yackandandah Community
INVESTIGATE OPTIONS AND Economic Development Indigo Shire $50k per PRIORITIES FOR APPROPRIATE PLACEMAKING IN OTHER chambers of project TOWNS* commerce and x x x x x development associations
Strategy 4.3: Encourage private sector investment and commercial opportunities across Indigo Shire
PARTNERS AND INDICATIVE ACTIVITY WHO IS RESPONSIBLE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 COLLABORATORS COST
COMPLETE A REVIEW OF ALL Economic Development Chambers of $10K COUNCIL OWNED BUILDINGS AND DEVELOP AN OPTIONS Tourism Commerce PAPER FOR THE ONGOING USE Planning Local x x x Infrastructure Development Associations
IMPLEMENT THE SHOPFRONT Economic Development Chambers of $15k per REFRESH PROGRAM ON A TOWNSHIP BY TOWNSHIP Planning Commerce x x x x x annum BASIS *
IDENTIFY KEY OPPORTUNITIES Economic Development Staff FOR COMMERCIAL ACTIVITIES TO ACTIVATE PUBLIC SPACE Tourism Resource AND SEEK BUSINESS Planning x x INVESTMENT
53 Key Priority 5: Support for Agriculture and the Agrifood Sector
facilities including Uncle Toby’s of interest for State and Federal in Wahgunyah, the former Murray Government funding bodies. Local Goulburn site and Danone factory in Government can play a role in Tangambalanga, Vitasoy in Wodonga, advocating for the interests of local food abattoirs in Wodonga, Wangaratta, producers and supporting opportunities Tallangatta and Ovens, numerous for growth through innovation and wineries, and the Woolworths collaboration. Distribution Centre in Barnawartha The Upper, Central and Lower Hume 32% of the land area in North East Sub-regions Food Opportunity Strategy Victoria is used for agricultural and Action Plan 2015-2018 identifies production, contributing around that unlike other part of regional $475 million annually to the region’s Victoria which rely on commodities, Agriculture is a significant part of Indigo economy. the Hume region has a strong point of Shire’s local economy and along with ^ Australian Bureau of Statistics, 2016, Value of difference in the large number of very Agricultural Commodities Produced, Australia, neighbouring shires, forms part of the 2015-2016 competent and award winning premium broader Hume region’s agrifood sector. food and beverage producers. Compared to other parts of the North These niche, small scale producers East, agriculture in Indigo Shire is A remarkable diversity of food grown can provide a significant boost to the characterised by a large number of is grown across the North East region. visitor economy by strengthening small farms with relatively low profit The dominant agricultural commodities the regions food and wine tourism margins. These small scale operations are dairy, beef, grain and horticultural pillar through direct links to growers, are supported by Indigo Shire’s crops (grapes, apples, berries, nuts, providing a visitor experience which is proximity to the regional centres of olives, green tea), while a diversity of directly linked to place, community and Albury-Wodonga and Wangaratta and smaller enterprises produce honey, authentic product. eggs, vegetables and niche crops such the availability of off-farm employment. as oil, pumpkin seeds, saffron and ^ Roots, J.M. (2013). Local Government plays a leadership capers. role in strengthening the local These smaller scale operations often food economy by developing and The region also has a number of do not have the volume of product implementing a local food policy. large food processing and distribution for export and fall outside the area The development of a local food
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 policy is an action in the Indigo Shire change present a set of challenges to Strategic Outcomes: Council Plan and highlights Council’s the agricultural sector. understanding of the social, economic and environmental benefits of locally Indigo Shire is committed to working • A strengthened food economy in partnership with other sector grown food. • Local farmers have access agencies such as the North East to local markets Catchment Management Authority, While Indigo Shire and North East Landcare, Agriculture Victoria, the • Local agricultural industry is Victoria is rich in natural assets which Victorian Farmers Federation, Murray supported to adapt to climate change make it a high value agricultural area, Dairy, Local Health Agencies, and • Farmers are supported to an ageing farmer cohort, transition on AgBiz Assist, along with other Local transition on and off farm and off farm, fluctuating commodity Government’s to provide opportunities prices, regulatory barriers and climate to assist and support Agriculture across • Agritourism sector Indigo Shire and the North East. experiences growth
55 KEY PROJECT: DEVELOPING A LOCAL FOOD STRATEGY
This project aims to strengthen key aspects of the regional food economy, to enhance agribusiness viability and resilience in North East Victoria, which will deliver multiple economic, social and environmental benefits. It will involve activities targeted at building the capacity of individuals, as well as systems-level initiatives to drive long-term change, for maximum impact and effectiveness.
The Local Food Strategy will be a partnership between Local Government, Local Health Organisations, Farmers and key stakeholders, such as Landcare and NECMA.
The Strategy aims to:
• Improve the knowledge and skills of primary producers regarding opportunities for business diversification and adoption of industry sustainability frameworks. • Build skills & strategies for improved mental health and resilience for primary producers • To increase the financial well-being of farm businesses and the mental well-being of farmers, leading to increased capacity for primary producers to implement new on-ground land management practices that will protect the natural resource base and adapt to changes in climate, weather & markets. • Strengthening the capacity for farmers to access local short food supply chains, providing the opportunity to by-pass many of the escalating post farm gate costs (processing, packaging, long-distance distribution, etc.) that contribute to low commodity prices and declining farm business profit margins. • Strengthen the connection between local consumers and local farmers through short food supply chains • Increase the demand of locally grown produce through marketing and education campaigns
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Strategy 5.1: Participate in a regional approach to supporting and growing the Agrifood sector
PARTNERS AND YEAR YEAR YEAR YEAR YEAR ACTIVITY WHO IS RESPONSIBLE INDICATIVE COST COLLABORATORS 1 2 3 4 5
PARTICIPATE IN REGIONAL Economic Development Ovens and Staff Resource AGRICULTURAL FORUMS AND ACTIVITIES FOR THE AGRIFOOD Environment and Murray SECTOR Sustainability Regional Partnerships Alpine Valleys x x x x x Dairy Pathways Project (AVDPP) Agriculture Victoria
CONTINUE TO PARTICIPATE Economic Development Beechworth $10k per annum IN THE DEVELOPMENT OF A REGIONAL FOOD STRATEGY Community Food for development WHICH PROVIDES INNOVATIVE Development Cooperative of strategy and APPROACHES TO SUPPORTING Environment and Beechworth implementation AGRIBUSINESS IN INDIGO SHIRE INCLUDING DIVERSIFICATION Sustainability Health OF BUSINESS MODELS, Gateway Health SHORTENING SUPPLY CHAINS, Local Food MARKETING STRATEGIES AND x x x x x SALES CHANNELS Networks FoodShare Wodonga Local Farmers and food producers
PARTICIPATE IN WORKFORCE Economic Development Alpine Shire, Staff Resource DEVELOPMENT OPPORTUNITIES FOR THE AGRIFOOD SECTOR Towong Shire Rural City of Wangaratta, North East Local Learning x x x x x Network AVDPP Regional Development Victoria
57 Strategy 5.2: Encourage and support innovation and build capacity and capability across the sector
PARTNERS AND INDICATIVE ACTIVITY WHO IS RESPONSIBLE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 COLLABORATORS COST
PROMOTE RENEWABLE Economic Development Sustainability Staff ENERGY OPPORTUNITIES AND GRANTS WHICH CAN SUPPORT Victoria Resource THE PROFITABILITY OF THE x x x x x AGRICULTURAL SECTOR
BE THE CONDUIT BETWEEN Economic Development Agriculture Staff LOCAL PRODUCERS AND LEARNING AND DEVELOPMENT Victoria Resource OPPORTUNITIES SUCH AS FOOD Food Innovation x x x x x SOURCE VICTORIA GRANTS AND Centre, Monash SCHOLARSHIPS AND YOUNG FARMERS SCHOLARSHIPS
CONTINUE TO SUPPORT Economic Development Tourism North Staff TOURISM NORTH EAST IN THE RESEARCH AND DEVELOPMENT Tourism East x x x x x Resource OF AGRI-TOURISM PRODUCTS
ENCOURAGE NICHE FOOD, Economic Development Agriculture Staff BEVERAGE AND CROP OPPORTUNITIES Victoria Resource Regional x x x x x Development Victoria
SUPPORT NEW INITIATIVES Economic Development Beechworth TBD FROM THE SHIRE’S VIGNERON GROUPS Vignerons Rutherglen x x x x x Vignerons
PROMOTE EXPORT AND Economic Development City of Wodonga Staff GROWTH OPPORTUNITIES PROVIDED BY THE LOGIC Albury City Resource CENTRE, NEXUS AND INLAND STC x x x x x RAIL DEVELOPMENT Inland Rail
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Strategy 5.3: Play a leadership role in supporting the agrifood sector
PARTNERS AND INDICATIVE ACTIVITY WHO IS RESPONSIBLE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 COLLABORATORS COST
STRENGTHEN RELATIONSHIPS Economic Development Agriculture Staff AND ENGAGEMENT WITH INDUSTRY, GROWERS AND PEAK Councillors/Executive Victoria Resource BODIES TAFCO, NECMA, AVDPP, x x x x x VFF, Better Beef Local Business
ADVOCATE AT A STATE AND Councillors/Excecutive Rural Council’s FEDERAL GOVERNMENT LEVEL FOR SUPPORT FOR LOCAL Victoria FARMING OPERATIONS Municipal Association Victoria State and x x x x x Federal MP’s Ovens and Murray Regional Partnerships
DEVELOP AND IMPLEMENT A Economic Development Beechworth $10k LOCAL FOOD POLICY* Community Food Development Cooperative Environment and Gateway Health x x x Sustainability Local Food Networks Local Farmers
59
Part D. Appendix
ECONOMICD DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018
Population
Population
16100 3% Wodonga Growth Rate Wangaratta Growth Rate
Alpine Growth Rate
Indigo Growth Rate 2% Mt Alexander Growth Rate
Moira Growth Rate
Towong Growth Rate 1% Indigo (S)
15500
0%
15000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 -2.25%
Population Stability 2011-2016
VINDIGO (S) MOUNT WANGARATTA SUMMARY ALPINE (S) MOIRA (S) TOWONG (S) WODONGA (C) EMPLOYMENT JOBS ALEXANDER (S) (RC)
1 YEAR AGO
SAME LGA AS 2016 83.98% 84.08% 83.78% 80.52% 84.15% 86.13% 82.03%
ELSEWHERE IN AUSTRALIA 15.47% 15.68% 15.80% 19.04% 15.72% 13.53% 17.41%
OVERSEAS 0.55% 0.24% 0.42% 0.44% 0.13% 0.34% 0.56%
5 YEARS AGO
SAME LGA 2011 68.74% 67.84% 68.86% 65.53% 68.79% 73.47% 63.54%
ELSEWHERE IN AUSTRALIA 29.66% 31.32% 29.77% 33.01% 30.17% 25.66% 34.85%
OVERSEAS 1.60% 0.83% 1.37% 1.46% 1.04% 0.87% 1.60%
Source from top: Estimated Residential Population, Victoria in Future 2016, ABS Census 2016 D 61 Estimated Residential Population 2011 to 2031
60,000 Wodonga
45,000
Moira
30,000 Wangaratta
Mt Alexander
Indigo 15,000
Alpine
Towong 0 2011 2016 2021 2026 2031
Estimated Residential Population 2016 to 2031 and Average Annual Growth
AVERAGE ANNUAL LGA 2011 2016 2021 2026 2031 GROWTH 2011-2031
ALPINE 12,068 11,835 11,801 11,864 11,942 -0.05%
INDIGO 15,317 15,465 15,689 15,983 16,346 0.33%
MOIRA 28,406 28,942 29,897 30,982 32,043 0.60%
MOUNT ALEXANDER 17,872 18,239 18,729 19,301 19,968 0.56%
TOWONG 5,918 5,747 5,657 5,578 5,503 -0.36%
WANGARATTA 27,212 27,040 27,162 27,433 27,804 0.11%
WODONGA 36,025 39,358 43,400 27,433 52,073 1.86%
Source from top: Estimated Residential Population, Victoria in Future, 2016; Estimated Residential Population, Victoria in Future, 2016
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Population by Age
LGA ALPINE INDIGO MOIRA MT ALEXANDER TOWONG WANGARATTA WODONGA
2011 2016 2011 2016 2011 2016 2011 2016 2011 2016 2011 2016 2011 2016
0-4 YRS 5.22% 4.23% 5.47% 4.86% 6.17% 5.44% 4.54% 4.46% 4.81% 4.63% 6.06% 5.43% 7.60% 7.18%
5-9 YRS 5.50% 5.77% 6.54% 6.42% 6.29% 6.07% 5.63% 5.20% 5.82% 5.55% 6.44% 6.33% 6.93% 7.01%
10-14 YRS 6.39% 5.80% 6.93% 6.56% 6.88% 6.12% 6.11% 5.35% 7.35% 5.88% 6.44% 6.29% 7.17% 6.40%
15-19 YRS 5.61% 5.38% 7.16% 5.87% 6.37% 5.87% 5.95% 4.96% 6.33% 5.48% 6.75% 5.79% 7.78% 6.81%
20-24 YRS 3.50% 3.44% 3.26% 3.73% 4.10% 4.74% 4.05% 3.86% 2.89% 3.54% 4.39% 4.59% 7.44% 6.85%
25-29 YRS 3.16% 3.71% 3.20% 3.60% 4.55% 4.58% 3.30% 4.00% 3.07% 3.63% 4.59% 4.43% 6.55% 7.03%
30-34 YRS 3.95% 3.94% 4.35% 4.23% 4.55% 4.70% 4.31% 4.26% 3.46% 3.99% 5.15% 4.91% 6.37% 6.73%
35-39 YRS 5.69% 4.60% 6.05% 5.18% 5.66% 4.61% 5.61% 5.25% 5.23% 4.33% 5.90% 5.33% 6.64% 6.19%
40-44 YRS 6.52% 6.53% 7.28% 6.92% 6.27% 5.41% 6.92% 6.29% 6.62% 5.26% 6.85% 6.30% 6.97% 6.14%
45-49 YRS 7.63% 6.84% 8.10% 7.47% 6.74% 6.27% 7.64% 7.43% 7.69% 6.53% 7.11% 6.61% 6.74% 6.46%
50-54 YRS 8.63% 7.83% 8.35% 8.00% 6.89% 6.67% 8.27% 7.60% 8.44% 8.17% 7.31% 7.03% 6.28% 6.37%
55-59 YRS 8.38% 8.80% 8.18% 8.41% 6.77% 7.08% 8.54% 8.32% 8.05% 8.87% 7.11% 7.37% 6.03% 6.17%
60-64 YRS 8.07% 8.60% 7.93% 8.09% 7.16% 7.44% 8.29% 8.93% 8.34% 8.50% 6.68% 7.08% 5.27% 5.75%
65-69 YRS 6.73% 7.90% 5.85% 7.69% 6.12% 7.63% 6.46% 8.14% 7.00% 8.35% 5.38% 6.64% 3.86% 5.01%
70-74 YRS 5.37% 6.03% 4.24% 5.12% 5.24% 5.97% 5.13% 5.93% 4.94% 6.78% 4.45% 5.42% 2.87% 3.61%
75-79 YRS 4.00% 4.30% 2.88% 3.49% 4.20% 4.75% 3.53% 4.38% 3.68% 4.29% 3.52% 4.00% 2.17% 2.61%
80-84 YRS 3.01% 3.11% 2.09% 2.12% 3.20% 3.41% 2.95% 2.70% 3.06% 3.02% 3.10% 2.92% 1.78% 1.76%
85-89 YRS 1.78% 1.98% 1.34% 1.40% 1.93% 2.12% 1.76% 1.87% 1.95% 1.95% 1.85% 2.20% 1.08% 1.23%
90-94 YRS 0.71% 0.87% 0.59% 0.60% 0.75% 0.89% 0.79% 0.90% 0.98% 0.92% 0.79% 1.07% 0.37% 0.56%
95-99 YRS 0.10% 0.20% 0.19% 0.17% 0.14% 0.18% 0.16% 0.21% 0.22% 0.35% 0.15% 0.25% 0.06% 0.10%
100 YRS + 0.00% 0.02% 0.04% 0.06% 0.03% 0.02% 0.02% 0.03% 0.05% 0.00% 0.01% 0.04% 0.01% 0.02%
TOTAL 11880 12335 15179 15953 28124 29108 17592 18762 5889 5986 26814 28310 35519 39347
Source: Estimated Residential Population, Victoria in Future, 2016
63 Projected Age Profile Indigo, 2016 and 2031
CHANGE 2016 2031 2016-2031 AGE GROUP (YEARS) PROPORTION PROPORTION NUMBER OF NUMBER OF OF TOTAL OF TOTAL NUMBER %GROWTH PEOPLE PEOPLE POPULATION POPULATION
0-4 772 5.0% 815 5.0% 43 5.62%
5-9 964 6.2% 907 5.6% -57 -5.88%
10-14 1066 6.9% 931 5.7% -135 -12.67%
15-19 1001 6.5% 831 5.1% -169 -16.90%
20-24 586 3.8% 673 4.1% 87 14.84%
25-29 513 3.3% 701 4.3% 188 36.61%
30-34 660 4.3% 796 4.9% 136 20.68%
35-39 837 5.4% 834 5.1% -3 -0.34%
40-44 1017 6.6% 873 5.3% -144 -14.12%
45-49 1117 7.2% 912 5.6% -204 -18.29%
50-54 1247 8.1% 966 5.9% -281 -22.53%
55-59 1304 8.4% 1096 6.7% -207 -15.91%
60-64 1226 7.9% 1183 7.2% -42 -3.45%
65-69 1168 7.6% 1276 7.8% 109 9.31%
70-74 795 5.1% 1234 7.5% 439 55.16%
75-79 523 3.4% 1011 6.2% 488 93.42%
80-84 281 1.8% 749 4.6% 468 166.68%
85 AND OVER 390 2.5% 555 3.4% 166 42.48%
TOTAL 15465 100% 16346 100% 882 5.7%
Source: Estimated Residential Population, Victoria in Future, 2016
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Education
Educational Attainment 2016
MOUNT WANGARATTA ALPINE (S) INDIGO (S) MOIRA (S) TOWONG (S) WODONGA (C) ALEXANDER (S) (RC)
HIGH SCHOOL COMPETION
COMPLETED YEAR 12 32.10% 33.02% 24.80% 36.88% 27.15% 30.44% 31.66%
DID NOT COMPLETE YEAR 12 67.90% 66.98% 75.20% 63.12% 72.85% 69.56% 68.34%
TOTAL 12339 15956 29122 18757 5982 28316 39351
POST SCHOOL STUDY
POSTGRADUATE DEGREE LEVEL 3.46% 4.67% 1.72% 7.12% 2.43% 3.14% 3.30%
GRADUATE DIPLOMA AND GRADUATE CERTIFICATE LEVEL 4.23% 4.85% 2.44% 5.90% 2.91% 3.87% 3.38%
BACHELOR DEGREE LEVEL 17.81% 18.65% 12.45% 20.86% 14.01% 17.27% 15.89%
ADVANCED DIPLOMA AND DIPLOMA LEVEL 15.75% 15.54% 13.89% 13.60% 15.45% 15.92% 16.65%
CERTIFICATE LEVEL 37.19% 36.10% 43.02% 26.97% 44.11% 38.59% 43.35%
LEVEL OF EDUCATION INADEQUATELY DESCRIBED OR NOT 21.56% 20.22% 26.45% 25.54% 21.03% 21.11% 17.43% STATED
TOTAL 6,265 8,283 12,422 10,541 2,920 13,484 18,211
Source: Census 2016, ABS
65 Household and Family Composition
Houshold Composition
ALPINE INDIGO MOIRA MT ALEXANDER TOWONG WANGARATTA WODONGA
2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016
ONE FAMILY HOUSEHOLD WITH ONLY FAMILY MEMBERS PRESENT 46.68% 45.48% 43.47% 62.35% 60.73% 58.70% 57.60% 54.66% 52.20% 52.11% 50.36% 48.83% 53.42% 52.85% 49.20% 61.11% 56.67% 54.87% 63.51% 61.23% 58.70%
ONE FAMILY HOUSEHOLD WITH NON- FAMILY MEMBERS PRESENT 0.67% 0.56% 0.65% 0.89% 0.71% 1.11% 0.95% 1.15% 1.13% 1.03% 1.15% 1.16% 0.53% 0.79% 1.09% 0.89% 1.03% 0.96% 1.68% 1.51% 1.65%
TWO FAMILY HOUSEHOLD 0.34% 0.26% 0.33% 0.52% 0.57% 0.84% 0.49% 0.67% 0.78% 0.53% 0.67% 0.45% 0.33% 0.36% 0.39% 0.42% 0.56% 0.66% 0.55% 0.61% 0.69%
THREE OR MORE FAMILY HOUSEHOLD 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.02% 0.00% 0.00% 0.03% 0.00% 0.00% 0.00% 0.00% 0.00% 0.02% 0.00% 0.00% 0.00% 0.02%
LONE PERSON HOUSEHOLD 19.34% 20.51% 20.62% 20.43% 20.92% 21.23% 21.18% 22.83% 22.88% 24.87% 25.85% 26.01% 21.40% 21.71% 22.58% 23.44% 25.34% 25.33% 21.10% 23.06% 22.57%
GROUP HOUSEHOLD 1.54% 1.59% 1.63% 1.88% 1.77% 1.95% 1.81% 1.94% 1.99% 2.51% 2.46% 2.74% 1.25% 0.99% 1.54% 2.29% 1.92% 2.20% 3.76% 3.25% 2.71%
VISITORS ONLY 4.78% 4.15% 6.17% 1.02% 1.33% 1.59% 1.37% 1.50% 1.52% 0.81% 1.26% 1.31% 0.79% 1.15% 1.45% 0.74% 1.12% 1.02% 0.85% 0.97% 1.04%
OTHER NON-CLASSIFIABLE 2.21% 1.76% 3.91% 2.23% 2.08% 3.72% 2.08% 2.82% 4.55% 1.76% 2.10% 4.72% 1.35% 0.76% 4.11% 1.48% 1.38% 4.23% 1.15% 1.78% 4.21%
NOT APPLICABLE 24.43% 25.73% 23.25% 10.71% 11.84% 10.94 14.62% 14.42 14.92% 16.42% 16.09% 14.76% 20.90% 21.45% 19.46% 9.56% 11.90% 10.75% 7.34% 7.61% 8.41%
TOTAL 6697 6933 7239 6183 6619 7036 12353 13224 13794 8283 8813 9307 3038 3031 3114 11554 12425 13073 13310 14750 16517
AVERAGE NUMBER OF PEOPLE PER HOUSEHOLD 2.4 2.3 2.2 2.6 2.5 2.4 2.5 2.4 2.4 2.3 2.3 2.2 2.4 2.3 2.3 2.4 2.4 2.3 2.6 2.5 2.5
Source: Census, 2006, 2011, 2016, ABS
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 ALPINE INDIGO MOIRA MT ALEXANDER TOWONG WANGARATTA WODONGA
2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016
ONE FAMILY HOUSEHOLD WITH ONLY FAMILY MEMBERS PRESENT 46.68% 45.48% 43.47% 62.35% 60.73% 58.70% 57.60% 54.66% 52.20% 52.11% 50.36% 48.83% 53.42% 52.85% 49.20% 61.11% 56.67% 54.87% 63.51% 61.23% 58.70%
ONE FAMILY HOUSEHOLD WITH NON- FAMILY MEMBERS PRESENT 0.67% 0.56% 0.65% 0.89% 0.71% 1.11% 0.95% 1.15% 1.13% 1.03% 1.15% 1.16% 0.53% 0.79% 1.09% 0.89% 1.03% 0.96% 1.68% 1.51% 1.65%
TWO FAMILY HOUSEHOLD 0.34% 0.26% 0.33% 0.52% 0.57% 0.84% 0.49% 0.67% 0.78% 0.53% 0.67% 0.45% 0.33% 0.36% 0.39% 0.42% 0.56% 0.66% 0.55% 0.61% 0.69%
THREE OR MORE FAMILY HOUSEHOLD 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.02% 0.00% 0.00% 0.03% 0.00% 0.00% 0.00% 0.00% 0.00% 0.02% 0.00% 0.00% 0.00% 0.02%
LONE PERSON HOUSEHOLD 19.34% 20.51% 20.62% 20.43% 20.92% 21.23% 21.18% 22.83% 22.88% 24.87% 25.85% 26.01% 21.40% 21.71% 22.58% 23.44% 25.34% 25.33% 21.10% 23.06% 22.57%
GROUP HOUSEHOLD 1.54% 1.59% 1.63% 1.88% 1.77% 1.95% 1.81% 1.94% 1.99% 2.51% 2.46% 2.74% 1.25% 0.99% 1.54% 2.29% 1.92% 2.20% 3.76% 3.25% 2.71%
VISITORS ONLY 4.78% 4.15% 6.17% 1.02% 1.33% 1.59% 1.37% 1.50% 1.52% 0.81% 1.26% 1.31% 0.79% 1.15% 1.45% 0.74% 1.12% 1.02% 0.85% 0.97% 1.04%
OTHER NON-CLASSIFIABLE 2.21% 1.76% 3.91% 2.23% 2.08% 3.72% 2.08% 2.82% 4.55% 1.76% 2.10% 4.72% 1.35% 0.76% 4.11% 1.48% 1.38% 4.23% 1.15% 1.78% 4.21%
NOT APPLICABLE 24.43% 25.73% 23.25% 10.71% 11.84% 10.94 14.62% 14.42 14.92% 16.42% 16.09% 14.76% 20.90% 21.45% 19.46% 9.56% 11.90% 10.75% 7.34% 7.61% 8.41%
TOTAL 6697 6933 7239 6183 6619 7036 12353 13224 13794 8283 8813 9307 3038 3031 3114 11554 12425 13073 13310 14750 16517
AVERAGE NUMBER OF PEOPLE PER HOUSEHOLD 2.4 2.3 2.2 2.6 2.5 2.4 2.5 2.4 2.4 2.3 2.3 2.2 2.4 2.3 2.3 2.4 2.4 2.3 2.6 2.5 2.5
67 Family Composition 2016
MOUNT WANGARATTA ALPINE (S) INDIGO (S) MOIRA (S) TOWONG (S) WODONGA (C) ALEXANDER (S) (RC)
COUPLE FAMILY WITH NO CHILDREN 28.2% 29.9% 29.0% 26.8% 32.9% 27.2% 24.7%
COUPLE FAMILY WITH CHILDREN UNDER 15 13.0% 18.1% 15.0% 13.8% 14.2% 16.6% 19.0%
COUPLE FAMILY WITH NO CHILDREN UNDER 15 6.4% 8.0% 7.2% 6.3% 6.5% 7.0% 7.0%
ONE PARENT FAMILY WITH CHILDREN UNDER 15 3.9% 4.4% 5.4% 4.5% 3.0% 5.0% 7.2%
ONE PARENT FAMILY WITH NO CHILDREN UNDER 15 3.2% 4.1% 4.1% 4.7% 3.1% 4.2% 4.7%
OTHER FAMILY 0.6% 0.5% 0.6% 0.8% 0.6% 0.8% 0.8%
NOT APPLICABLE 44.5% 34.7% 38.7% 43.0% 39.5% 39.2% 36.7%
TOTAL 5853 6633 12363 8314 2632 12267 16118
SAME SEX* 0.2% 0.3% 0.1% 1.2% 0.2% 0.2% 0.3%
Dwelling Structure 2016
MOUNT WANGARATTA ALPINE (S) INDIGO (S) MOIRA (S) TOWONG (S) WODONGA (C) ALEXANDER (S) (RC)
SEPARATE HOUSE 90.32% 92.78% 90.17% 94.40% 96.28% 86.94% 85.20%
SEMI-DETACHED, ROW OR TERRACE HOUSE, TOWNHOUSE ETC 4.52% 1.77% 3.52% 3.72% 1.17% 10.35% 11.37%
FLAT, UNIT OR APARTMENT 3.48% 3.96% 4.81% 0.76% 0.72% 1.38% 2.68%
CARAVAN, CABIN HOUSEBOAT 1.12% 0.86% 1.15% 0.60% 1.30% 0.98% 0.51%
IMPROVISED HOME, TENT, SLEEPERS OUT 0.25% 0.12% 0.16% 0.21% 0.13% 0.15% 0.10%
HOUSE OR FLAT ATTACHED TO A SHOP, OFFICE, ETC. 0.30% 0.52% 0.19% 0.33% 0.39% 0.20% 0.13%
TOTAL 7118 6951 13612 9226 3068 12998 16410
Source From Top; ABS Census 2016 *Same sex couples are included in all family categories; ABS Census 2016
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Mortgage Profile 2016 25.92% 23.96% 29.94% 25.54% 28.11% Alpine Indigo Moira Mt Alexander 29.94% Towong Wanagratta 27.65% Wodonga
Repayment Rate
Rent Profile 2016 18.43% 15.71% 19.18% 19.96% 15.81% 19.72% Alpine Indigo Moira Mt Alexander 19.96% Towong Wanagratta Wodonga
Payment Rate
Source From Top: Census 2016, ABS *Monthly Mortgage Repayment as a proportion of total monthly household income; Census 2016, ABS * Weekly rent payment as a proportion of total weekly household income.
69 Home Ownership
ALPINE INDIGO MOIRA MT ALEXANDER TOWONG WANGARATTA WODONGA
2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016
FULLY OWNED 33.03% 32.28% 30.85% 36.13% 35.08% 35.52% 35.38% 33.76% 33.28% 37.39% 37.05% 35.88% 35.85% 35.70% 35.23% 36.53% 34.56% 33.89% 24.79% 23.63% 23.44%
BEING PURCHASED 19.44% 19.86% 20.09% 32.56% 32.36% 31.17% 25.74% 25.86% 24.31% 25.21% 26.22% 27.12% 23.44% 22.83% 22.70% 28.91% 28.96% 27.40% 32.84% 32.17% 29.75%
BEING PURCHASED UNDER A RENT/ BUY SCHEME 0.00% 0.07% 0.14% 0.23% 0.09% 0.07% 0.21% 0.20% 0.08% 0.14% 0.25% 0.06% 0.26% 0.00% 0.00% 0.25% 0.23% 0.10% 0.14% 0.23% 0.06%
RENTED 16.11% 15.82% 15.54% 13.55% 14.81% 14.48% 16.44% 17.49% 17.33% 14.66% 14.04% 13.47% 11.52% 13.16% 12.36% 18.23% 18.55% 18.63% 30.70% 31.44% 30.68%
BEING OCCUPIED RENT-FREE 1.40% 1.59% 1.31% 1.52% 1.25% 1.09% 1.98% 1.92% 1.63% 1.24% 1.04% 0.81% 2.57% 2.57% 2.25% 1.48% 1.14% 1.10% 0.55% 0.46% 0.42%
BEING OCCUPIED UNDER A LIFE TENURE SCHEME 0.21% 0.14% 0.18% 0.29% 0.18% 0.24% 0.27% 0.32% 0.25% 0.36% 0.20% 0.26% 0.39% 0.10% 0.29% 0.53% 0.41% 0.40% 0.18% 0.14% 0.31%
OTHER TENURE TYPE 0.63% 0.75% 0.76% 0.42% 0.45% 0.43% 0.54% 0.52% 0.42 0.30% 0.45% 0.44% 0.59% 0.49% 0.58% 0.35% 0.38% 0.39% 0.20% 0.32% 0.27%
NOT STATED 4.69% 3.74% 7.93% 4.72% 4.00% 6.00% 4.81% 5.62% 7.77% 4.25% 4.70% 7.22% 4.48% 3.53% 6.94% 4.20% 3.98% 7.37% 3.31% 3.97% 6.67%
NOT APPLICABLE 24.43% 25.73% 23.25% 10.71% 11.84% 10.94% 14.62% 14.42% 14.92% 16.42% 16.09% 14.76% 20.90% 21.45% 19.46% 9.56% 11.90% 10.75% 7.34% 7.61% 8.41%
TOTAL 6697 6933 7239 6183 6619 7036 12353 13224 13794 8283 8813 9307 3038 3031 3114 11554 12425 13073 13310 14750 16517
Source: ABS Census 2016
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 ALPINE INDIGO MOIRA MT ALEXANDER TOWONG WANGARATTA WODONGA
2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016
FULLY OWNED 33.03% 32.28% 30.85% 36.13% 35.08% 35.52% 35.38% 33.76% 33.28% 37.39% 37.05% 35.88% 35.85% 35.70% 35.23% 36.53% 34.56% 33.89% 24.79% 23.63% 23.44%
BEING PURCHASED 19.44% 19.86% 20.09% 32.56% 32.36% 31.17% 25.74% 25.86% 24.31% 25.21% 26.22% 27.12% 23.44% 22.83% 22.70% 28.91% 28.96% 27.40% 32.84% 32.17% 29.75%
BEING PURCHASED UNDER A RENT/ BUY SCHEME 0.00% 0.07% 0.14% 0.23% 0.09% 0.07% 0.21% 0.20% 0.08% 0.14% 0.25% 0.06% 0.26% 0.00% 0.00% 0.25% 0.23% 0.10% 0.14% 0.23% 0.06%
RENTED 16.11% 15.82% 15.54% 13.55% 14.81% 14.48% 16.44% 17.49% 17.33% 14.66% 14.04% 13.47% 11.52% 13.16% 12.36% 18.23% 18.55% 18.63% 30.70% 31.44% 30.68%
BEING OCCUPIED RENT-FREE 1.40% 1.59% 1.31% 1.52% 1.25% 1.09% 1.98% 1.92% 1.63% 1.24% 1.04% 0.81% 2.57% 2.57% 2.25% 1.48% 1.14% 1.10% 0.55% 0.46% 0.42%
BEING OCCUPIED UNDER A LIFE TENURE SCHEME 0.21% 0.14% 0.18% 0.29% 0.18% 0.24% 0.27% 0.32% 0.25% 0.36% 0.20% 0.26% 0.39% 0.10% 0.29% 0.53% 0.41% 0.40% 0.18% 0.14% 0.31%
OTHER TENURE TYPE 0.63% 0.75% 0.76% 0.42% 0.45% 0.43% 0.54% 0.52% 0.42 0.30% 0.45% 0.44% 0.59% 0.49% 0.58% 0.35% 0.38% 0.39% 0.20% 0.32% 0.27%
NOT STATED 4.69% 3.74% 7.93% 4.72% 4.00% 6.00% 4.81% 5.62% 7.77% 4.25% 4.70% 7.22% 4.48% 3.53% 6.94% 4.20% 3.98% 7.37% 3.31% 3.97% 6.67%
NOT APPLICABLE 24.43% 25.73% 23.25% 10.71% 11.84% 10.94% 14.62% 14.42% 14.92% 16.42% 16.09% 14.76% 20.90% 21.45% 19.46% 9.56% 11.90% 10.75% 7.34% 7.61% 8.41%
TOTAL 6697 6933 7239 6183 6619 7036 12353 13224 13794 8283 8813 9307 3038 3031 3114 11554 12425 13073 13310 14750 16517
71 Economy
Gross Regional Product
0.8 0.225 Wodonga % Change
Wangaratta % Change
0.15 Alpine % Change
Indigo % Change 0.725 0.075 Mt Alexander % Change
Moira % Change
0 Towong % Change Indigo Gross Regional 0.65 Product $B -0.075
-0.15 0.575
-0.225
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 0.5 -0.3
Source: Gross Regional Product, Remplan 2017.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Industry Value Add, 2016
MANUFACTURING RENTAL, HIRING HEALTH CARE CONSTRUCTION PUBLIC ADMIN & SOCIAL 6.75% & SAFETY 27.41% & REAL ESTATE ASSISTANCE 5.54% SERVICES 6.88% 15.64%
EDUCATION & ACCOMMODATION PROFESSIONAL, TRAINING & FOOD SERVICES SCIENTIFIC 4.76% 4.27% &TECHNICAL SERVICES 3.29%
AGRICULTURE, TRANSPORT, ADMIN & FINANCIAL & OTHER FORESTRY & POSTAL SUPPORT INSURANCE SERVICES & WARE- SERVICES SERVICES 1.03% HOUSING 2.66% 2.36% FISHING RETAIL TRADE 2.87% 9.95% 4.31%
ELECTRICITY, WHOLESALE WATER, GAS TRADE AND WASTE 1.03% SERVICES 0.46%
Source: Industry Value Add, REMPLAN 2017
73 Industry Business Count (By Turnover) June 2017
MOUNT WANGARATTA ALPINE (S) INDIGO (S) MOIRA (S) TOWONG (S) WODONGA (C) ALEXANDER (S) (RC)
AGRICULTURE, FORESTRY AND FISHING 24.91% 32.48% 38.19% 15.26% 52.30% 28.48% 7.73%
MINING 0.41% 0.17% 0.13% 0.40% 0.33% 0.16% 0.11%
MANUFACTURING 3.88% 4.89% 4.50% 5.42% 2.30% 4.39% 4.99%
ELECTRICITY, GAS, WATER AND WASTE SERVICES 0.20% 0.00% 0.26% 0.46% 0.33% 0.26% 1.82%
CONSTRUCTION 15.66% 16.84% 12.86% 16.18% 11.93% 15.63% 22.99%
WHOLESALE TRADE 2.11% 1.82% 2.11% 2.84% 1.97% 2.67% 2.39%
RETAIL TRADE 6.33% 6.31% 5.60% 8.65% 2.95% 5.44% 6.13%
ACCOMMODATION AND FOOD SERVICES 10.82% 5.52% 3.82% 4.82% 3.61% 4.26% 3.71%
TRANSPORT, POSTAL AND WAREHOUSING 4.22% 3.92% 5.77% 4.23% 5.58% 4.39% 5.49%
INFORMATION MEDIA AND TELECOMMUNICATIONS 0.34% 0.63% 0.13% 1.19% 0.00% 0.36% 0.25%
FINANCIAL AND INSURANCE SERVICES 4.90% 3.58% 4.24% 4.82% 2.95% 5.40% 7.45%
RENTAL, HIRING AND REAL ESTATE SERVICES 7.35% 4.78% 7.03% 7.00% 6.67% 7.85% 10.41%
PROFESSIONAL, SCIENTIFIC AND TECHNICAL SERVICES 7.08% 8.13% 4.18% 12.88% 2.74% 5.79% 8.52%
ADMINISTRATIVE AND SUPPORT SERVICES 2.31% 1.76% 2.11% 2.18% 0.77% 2.57% 2.82%
PUBLIC ADMINISTRATION AND SAFETY 0.20% 0.00% 0.29% 0.20% 0.77% 0.10% 0.39%
EDUCATION AND TRAINING 0.54% 1.37% 0.58% 1.25% 0.00% 1.07% 1.10%
HEALTH CARE AND SOCIAL ASSISTANCE 2.79% 2.56% 2.43% 3.96% 0.88% 4.79% 5.38%
ARTS AND RECREATION SERVICES 0.68% 0.97% 0.71% 2.84% 0.33% 0.75% 0.89%
OTHER SERVICES 4.22% 3.58% 4.31% 4.10% 2.84% 4.72% 6.59%
CURRENTLY UNKNOWN 1.02% 0.34% 0.84% 0.59% 0.44% 0.62% 0.75%
Source: Census 2016, ABS
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Business Count By Employment Size
MOUNT WANGARATTA ALPINE (S) INDIGO (S) MOIRA (S) TOWONG (S) WODONGA (C) ALEXANDER (S) (RC)
NON EMPLOYING 60.99% 67.97% 62.20% 62.55% 71.88% 63.25% 59.34%
1-19 EMPLOYEES 37.85% 30.83% 36.41% 36.26% 27.79% 35.22% 37.78%
20-199 EMPLOYEES 1.36% 0.97% 1.68% 1.59% 0.33% 1.60% 2.49%
200+ EMPLOYEES 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.11%
TOTAL 1,469 1,758 3,087 1,514 914 3,072 2,806
Business Count by turnover, June 2017
MOUNT WANGARATTA ALPINE (S) INDIGO (S) MOIRA (S) TOWONG (S) WODONGA (C) ALEXANDER (S) (RC)
ZERO TO LESS THAN $50K 24.85% 27.47% 20.70% 27.68% 25.05% 26.89% 22.38%
$50K TO LESS THAN $200K 36.96% 38.96% 32.46% 38.71% 37.20% 36.33% 35.21%
$200K TO LESS THAN $2M 34.85% 31.34% 40.36% 30.52% 35.78% 32.36% 35.82%
$2M TO LESS THAN $5M 2.18% 1.19% 4.41% 2.44% 1.75% 2.99% 4.06%
$5M TO LESS THAN $10M 0.61% 0.74% 1.43% 0.40% 0.77% 0.91% 1.28%
$10M OR MORE 0.20% 0.23% 0.78% 0.59% 0.33% 0.78% 1.35%
Source from top: Counts of Australian Businesses, including Entries and Exits, Jun 2013 to Jun 2017, ABS 2018; Counts of Australian Businesses, including Entries and Exits, Jun 2013 to Jun 2017, ABS 2018
75 Employment by Industry, POW, 2016
MOUNT WANGARATTA ALPINE (S) INDIGO (S) MOIRA (S) TOWONG (S) WODONGA (C) ALEXANDER (S) (RC)
AGRICULTURE, FORESTRY AND FISHING 10.18% 11.33% 18.60% 4.83% 31.25% 7.43% 1.02%
MINING 0.06% 0.00% 0.17% 0.58% 0.00% 0.31% 0.14%
MANUFACTURING 9.66% 22.23% 13.69% 21.90% 4.42% 9.60% 11.88%
ELECTRICITY, GAS, WATER AND WASTE SERVICES 2.01% 0.15% 0.67% 0.35% 0.65% 0.46% 0.70%
CONSTRUCTION 6.15% 5.53% 7.10% 5.80% 5.76% 5.70% 8.05%
WHOLESALE TRADE 1.36% 0.93% 1.77% 1.22% 1.79% 2.07% 2.55%
RETAIL TRADE 11.11% 8.91% 10.79% 9.75% 6.56% 11.13% 10.09%
ACCOMMODATION AND FOOD SERVICES 14.14% 8.91% 5.34% 6.08% 5.27% 7.26% 5.49%
TRANSPORT, POSTAL AND WAREHOUSING 2.86% 3.21% 3.51% 2.34% 2.73% 3.79% 5.73%
INFORMATION MEDIA AND TELECOMMUNICATIONS 0.32% 0.00% 0.32% 0.87% 0.45% 1.01% 0.79%
FINANCIAL AND INSURANCE SERVICES 1.36% 0.73% 1.17% 0.81% 0.84% 1.40% 1.37%
RENTAL, HIRING AND REAL ESTATE SERVICES 2.32% 0.39% 1.03% 0.82% 0.15% 0.89% 1.03%
PROFESSIONAL, SCIENTIFIC AND TECHNICAL SERVICES 4.01% 3.61% 3.00% 4.69% 2.48% 3.26% 3.48%
ADMINISTRATIVE AND SUPPORT SERVICES 3.42% 2.38% 1.91% 2.33% 1.29% 3.22% 3.11%
PUBLIC ADMINISTRATION AND SAFETY 3.94% 6.51% 2.53% 8.62% 4.62% 6.41% 13.02%
EDUCATION AND TRAINING 8.25% 6.96% 7.75% 6.87% 9.24% 8.43% 8.94%
HEALTH CARE AND SOCIAL ASSISTANCE 10.81% 10.32% 11.41% 12.98% 13.26% 19.01% 14.16%
ARTS AND RECREATION SERVICES 1.23% 0.99% 0.64% 1.79% 0.94% 1.15% 1.04%
OTHER SERVICES 3.10% 2.96% 3.66% 2.68% 3.92% 3.57% 3.95%
INADEQUATELY DESCRIBED 2.45% 2.22% 3.23% 3.60% 2.33% 2.66% 2.49%
NOT STATED 1.13% 1.68% 1.67% 1.19% 1.49% 1.28% 1.05%
NOT APPLICABLE 0% 0% 0% 0% 0% 0% 0%
TOTAL 4617 4826 10533 6913 2013 12310 18804
Source: Census 2016, ABS
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Indigo Employment Growth By Industry 2011 And 2016
2011 2016 2011-2016 GROWTH % GROWTH
AGRICULTURE, FORESTRY AND FISHING 529 547 18 3.40%
MINING 13 0 -13 -100.00%
MANUFACTURING 1190 1073 -117 -9.83%
ELECTRICITY, GAS, WATER AND WASTE SERVICES 6 7 1 16.67%
CONSTRUCTION 245 267 22 8.98%
WHOLESALE TRADE 76 45 -31 -40.79%
RETAIL TRADE 435 430 -5 -1.15%
ACCOMMODATION AND FOOD SERVICES 376 430 54 14.36%
TRANSPORT, POSTAL AND WAREHOUSING 128 155 27 21.09%
INFORMATION MEDIA AND TELECOMMUNICATIONS 10 0 -10 -100.00%
FINANCIAL AND INSURANCE SERVICES 35 35 0 0.00%
RENTAL, HIRING AND REAL ESTATE SERVICES 17 19 2 11.76%
PROFESSIONAL, SCIENTIFIC AND TECHNICAL SERVICES 180 174 -6 -3.33%
ADMINISTRATIVE AND SUPPORT SERVICES 79 115 36 45.57%
PUBLIC ADMINISTRATION AND SAFETY 301 314 13 4.32%
EDUCATION AND TRAINING 295 336 41 13.90%
HEALTH CARE AND SOCIAL ASSISTANCE 494 498 4 0.81%
ARTS AND RECREATION SERVICES 33 48 15 45.45%
OTHER SERVICES 131 143 12 9.16%
TOTAL 4442 4493 51 1.15%
Source: Census 2016, ABS
77 Indigo Employment Growth By Industry 2011 And 2016
MOUNT WANGARATTA ALPINE (S) INDIGO (S) MOIRA (S) TOWONG (S) WODONGA (C) ALEXANDER (S) (RC)
MANUFACTURING, NFD 3.14% 1.21% 3.81% 2.44% 0.00% 6.01% 6.04%
FOOD PRODUCT MANUFACTURING 16.37% 72.97% 77.74% 82.17% 64.04% 17.43% 39.97%
BEVERAGE AND TOBACCO PRODUCT MANUFACTURING + 19.51% 16.96% 1.04% 2.84% 3.37% 21.32% 0.72%
TEXTILE, LEATHER, CLOTHING AND FOOTWEAR MANUFACTURING 4.04% 0.84% 0.21% 0.53% 0.00% 15.99% 0.58%
WOOD PRODUCT MANUFACTURING 44.62% 3.08% 1.73% 0.33% 17.98% 17.17% 1.43%
PULP, PAPER AND CONVERTED PAPER PRODUCT MANUFACTURING 0.00% 0.28% 0.35% 0.00% 0.00% 0.51% 8.37%
PRINTING (INCLUDING THE REPRODUCTION OF RECORDED 0.00% 0.00% 0.21% 0.59% 0.00% 1.02% 1.34% MEDIA)
PETROLEUM AND COAL PRODUCT MANUFACTURING 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
BASIC CHEMICAL AND CHEMICAL PRODUCT MANUFACTURING 0.00% 0.56% 0.76% 0.00% 0.00% 1.18% 1.03%
POLYMER PRODUCT AND RUBBER PRODUCT MANUFACTURING 0.00% 0.28% 0.28% 0.00% 0.00% 0.34% 2.69%
NON-METALLIC MINERAL PRODUCT MANUFACTURING 1.12% 0.28% 1.73% 0.99% 0.00% 2.71% 4.21%
PRIMARY METAL AND METAL PRODUCT MANUFACTURING 2.02% 0.93% 1.60% 1.19% 0.00% 2.88% 10.47%
FABRICATED METAL PRODUCT MANUFACTURING 1.79% 0.84% 2.57% 0.53% 0.00% 3.64% 4.97%
TRANSPORT EQUIPMENT MANUFACTURING 0.90% 0.47% 2.08% 1.06% 0.00% 3.21% 3.98%
MACHINERY AND EQUIPMENT MANUFACTURING 1.35% 0.65% 4.02% 5.48% 0.00% 3.72% 12.35%
EDUCATION AND TRAINING 2.24% 1.77% 1.87% 1.59% 0.00% 1.78% 1.61%
TOTAL 446 1073 1442 1514 0.00% 1182 2234
Source: Census 2016, ABS + Note - As of 2016, no tobacco products were manufactured in Australia. However the category ‘Beverage and Tobacco Product Manufacturing’ is Subdivision 12 of the Manufacturing classification defined by the ABS.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Indigo Regional Imports By Industry Sector ($ Million), 2017
Grain Mill & Cereal Product Manufacturing Other Food Product Manufacturing Dairy Product Manufacturing Wine, Spirits & Tobacco Sheep, Grains, Beef & Dairy Cattle Sugar & Confectionary Manufacturing Construction Services Residential Building Construction Ownership of Dwellings Accommodation Beer Manufacturing Professional, Scientific & Technical Services Other Agriculture Public Administration & Regulatory Services Retail Trade Food & Beverage Services Road Transport Employment, Travel Agency & Other Admin Services Non-Residential Building Construction Sawmill Product Manufacturing Basic Non-Ferrous Metal Manufacturing Pre-School, Primary, Secondary & Special Ed. Health care Services Bakery Product Manufacturing Wholesale Trade Automotive Repair & Maintencance Heavy & Civil Engineering Construction Residential Care & Social Assistance Finance Public Order & Safety Agriculture, Forestry & Fishing Support Services $160 $120 $80 $40
Source: Census 2016, ABS + Note - As of 2016, no tobacco products were manufactured in Australia. However the category ‘Beverage and Tobacco Product Manufacturing’ is Subdivision 12 of the Manufacturing classification defined by the ABS. Source: Regional Imports by Sector REMPLAN, 2017.
79 Indigo Regional Exports by Industry Sector ($million), 2017
Grain & Cereal Product Manufacturing Other Food Product Manufacturing Dairy Product Manufacturing Wine, Spirits & Tobacco Sheep, Grains, Beef & Dairy Cattle Sugar & Confectionary Manufacturing Beer Manufacturing Accommodation Other Agriculture Sawmil Product Manufacturing Residential Building Construction Basic Non-Ferrous Metal Manufacturing Bakery Product Manufacturing Employment, Travel Agency & Other Admin Services Pre-School, Primary, Seconday & Special Education Public Order & Safety Road Transport Public Adminministration & Regulatory Services Non-Residential Building Construction Professional, Scientific & Technical Services Fruit & Vegetable Product Manufacturing Construction Services Residential Care & Social Assistance Services Agriculture, Forestry & Fishing Support Services Finance Food & Beverage Services Meat & Meat Product Manufacturing Retail Trade Ownership of Dwellings Wholesale Trade
$300 $225 $150 $75 Transport Support Services & Storage
Source: Regional Exports by Sector REMPLAN, 2017.
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Employment by Occupation, POW, 2016
MOUNT WANGARATTA ALPINE (S) INDIGO (S) MOIRA (S) TOWONG (S) WODONGA (C) ALEXANDER (S) (RC)
MANAGERS 18.76% 19.58% 20.08% 13.74% 33.08% 15.11% 10.85%
PROFESSIONALS 13.75% 14.42% 11.98% 18.15% 13.71% 19.76% 17.80%
TECHNICIANS AND TRADES WORKERS 14.60% 12.74% 12.52% 12.14% 9.79% 12.56% 16.63%
COMMUNITY AND PERSONAL SERVICE WORKERS 11.37% 11.87% 9.38% 12.54% 9.44% 11.85% 12.61%
CLERICAL AND ADMINISTRATIVE WORKERS 9.14% 8.85% 9.85% 8.19% 8.00% 11.68% 11.73%
SALES WORKERS 10.27% 7.13% 9.22% 7.25% 5.76% 10.32% 8.68%
MACHINERY OPERATORS AND DRIVERS 7.02% 6.26% 6.92% 4.66% 4.82% 6.37% 9.28%
LABOURERS 13.56% 17.53% 18.11% 21.83% 13.46% 10.89% 10.86%
INADEQUATELY DESCRIBED 0.82% 0.81% 0.71% 0.82% 0.55% 0.85% 0.98%
NOT STATED 0.61% 0.85% 1.19% 0.74% 1.29% 0.67% 0.62%
NOT APPLICABLE 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
TOTAL 4617 4826 10533 6913 2013 12310 18804
Source: Census 2016, ABS
81 Labour Force, 2016 Place of Usual Residence
MOUNT WANGARATTA ALPINE (S) INDIGO (S) MOIRA (S) TOWONG (S) WODONGA (C) ALEXANDER (S) (RC)
EMPLOYED, WORKED FULL-TIME 24.37% 26.85% 24.05% 20.61% 25.91% 25.31% 28.49%
EMPLOYED, WORKED PART-TIME 16.98% 16.75% 13.39% 17.29% 15.07% 16.41% 15.19%
EMPLOYED, AWAY FROM WORK 3.22% 3.35% 3.13% 2.40% 3.61% 2.85% 2.56%
UNEMPLOYED, LOOKING FOR FULL-TIME WORK 1.00% 1.25% 1.33% 1.30% 1.42% 1.29% 1.66%
UNEMPLOYED, LOOKING FOR PART-TIME WORK 0.75% 0.85% 0.83% 0.99% 0.72% 0.88% 1.28%
NOT IN THE LABOUR FORCE 30.90% 28.07% 32.84% 35.69% 30.77% 28.75% 25.10%
NOT STATED 7.00% 5.03% 6.82% 6.73% 6.28% 6.50% 5.11%
NOT APPLICABLE 15.83% 17.86% 17.63% 14.99% 16.05% 18.04% 20.60%
TOTAL 12335 15953 29108 18762 5986 28310 39347
Labour Force by Age, 2016
EMPLOYED UNEMPLOYED NOT STATED NOT IN LABOUR OR NOT AWAY FROM SEEKING FULL SEEKING PART FORCE FULL TIME PART TIME APPPLICABLE WORK TIME TIME
10-19 YEARS 4.84% 14.52% 1.36% 0.71% 1.82% 21.63% 55.12%
20-29 YEARS 45.04% 21.79% 6.75% 4.19% 2.22% 14.96% 5.04%
30-39 YEARS 45.00% 45.00% 6.20% 1.67% 0.47% 17.47% 4.60%
40-49 YEARS 50.96% 25.09% 3.75% 1.92% 74.29% 11.65% 5.89%
50-59 YEARS 46.43% 23.27% 4.85% 1.68% 0.99% 17.17% 5.57%
60-69 YEARS 20.57% 18.47% 3.73% 0.79% 0.52% 49.13% 6.55%
70-79 YEARS 5.11% 6.72% 1.68% 0.00% 0.00% 78.47% 8.25%
80-89 YEARS 2.67% 3.74% 0.89% 0.00% 0.00% 82.53% 9.80%
90-99 YEARS 2.40% 3.20% 0.00% 0.00% 0.00% 88.80% 9.60%
100 YEARS AND OVER 0.00% 0.00% 0.00% 0.00% 0.00% 33.33% 0.00%
Source from top: Census 2016, ABS; Census 2016, ABS
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Indigo Unemployment & Labour Force 2010-2017
10000 8 Wodonga Unemployment Rate Wangaratta Unemployment Rate
Alpine Unemployment Rate
Indigo Unemployment Rate
7500 6 Mt Alexander Unemployment Rate
Moira Unemployment Rate
Towong Unemployment Rate
Indigo(S) 5000 4
2500 2 Dec 2014 Jun 2015 Dec 2015 Jun 2016 Dec 2016 Jun 2017 Dec 2017 Jun 2018 Dec 2018 Jun 2019 Dec 2019 Jun 2020 Dec 2020 Jun 2021 Dec 2021 0 0
Median Weekly Household Income, 2016
MOUNT ALPINE (S) INDIGO (S) MOIRA (S) TOWONG (S) WANGARATTA (RC) WODONGA (C) ALEXANDER (S)
$4,342 $5,482 $4,394 $4,342 $4,520 $4,702 $5,516
Source from top: Small Area Labour Markets — December quarter 2017, Department of Jobs and Small Business, Australian Government, 2018 ; Census 2016, ABS
83 Economy
Building approvals
The total value of residential building approvals in Indigo LGA increased by 52.7% in the 2015-16 financial year. Over the past five years, approvals values have increased at an average annual rate of 6.6%. Over this time frame, growth in local approvals values have outperformed all comparison regions. So far, in 2016-17 a total of $9 million in residential dwellings has been approved. On an annualised basis, this suggests a potential total of $36 million will be approved in the financial year, representing a decline of -9.7% from 2015-16 levels.
Residential Building Approvals
The total number of residential building approvals increased by 62.4% in the 2015- 16 financial year. Over the past five years, approvals numbers have increased at an average annual rate of 3.3%. Over this time frame, growth in local approvals volumes have outperformed all comparison regions. So far, in 2016-17 a total of 21 residential approvals have been granted. On an annualised basis, this suggests a potential total of 84 approvals for the financial year, representing a decline of -28.1% from 2015-16 levels.
Source to right: ABS (2016d)
ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018 Figure A. 1. Residential Building Approvals, Values ($M) and Volumes (No.)
WANGARATTA FINANCIAL YEAR INDIGO LGA ALPINE LGA TOWONG LGA MOIRA LGA WODONGA LGA (LGA)
VALUE
2005-06 $27.6 $35.1 $25.4 $3.3 $60.8 $51.0
2006-07 $22.7 $45.3 $27.9 $6.5 $51.9 $54.2
2007-08 $28.3 $37.7 $25.7 $6.1 $46.4 $60.6
2008-09 $22.6 $34.5 $20.7 $4.9 $41.4 $65.0
2009-10 $29.2 $46.5 $25.6 $4.5 $59.8 $118.2
2010-11 $29.0 $42.0 $27.2 $7.5 $61.0 $75.8
2011-12 $27.4 $42.8 $24.7 $4.2 $41.2 $81.3
2012-13 $27.3 $39.7 $24.4 $8.2 $38.5 $81.1
2013-14 $31.8 $50.6 $20.2 $4.8 $55.9 $93.4
2014-15 $26.1 $50.0 $23.8 $6.5 $54.5 $112.0
2015-16 $39.9 $46.5 $26.8 $5.4 $69.4 $106.5
2016-17 YTD $9.0 $9.8 $6.3 $0.3 $14.2 $28.2
LATEST YEAR GROWTH (2014-15 TO 2015-16) 52.7% -7.1% 12.4% -16.2% 27.4% -4.9%
5 YEAR AVERAGE ANNUAL GROWTH 6.6% 2.1% -0.3% -6.3% 2.6% 7.0%
NUMBER
2005-06 102 149 96 16 286 213
2006-07 87 237 95 30 217 225
2007-08 101 162 77 21 178 238
2008-09 92 122 55 18 139 267
2009-10 109 188 83 19 238 533
2010-11 99 151 87 22 221 312
2011-12 78 148 66 10 150 336
2012-13 75 129 75 24 108 295
2013-14 89 173 50 12 101 341
2014-15 72 152 64 14 120 434
2015-16 117 142 75 16 159 383
2016-17 YTD 21 29 17 0 38 107
LATEST YEAR GROWTH (2014-15 TO 2015-16) 62.4% -6.6% 16.8% 15.0% 32.5% -11.8%
5 YEAR AVERAGE ANNUAL GROWTH 3.3% -1.2% -2.9% -5.9% -6.4% 4.2%
85 Non Residential Building Approvals
The total number of residential building approvals increased by 14.1% in the 2015-16 financial year. Over the past five years, approvals numbers have decreased at an average annual rate of -15.2%. Over this time frame, growth in local approvals volumes have lagged behind all comparison regions. So far, in 2016-17 a total of $0.3 million of non-residential buildings has been approved. On an annualised basis, this suggests a potential total of $1 million will be approved in the financial year, representing a decline of -73.2% from 2015-16 levels.
Figure A2. Non-Residential Building Approvals, Values ($M)
WANGARATTA MT ALEXANDER FINANCIAL YEAR INDIGO LGA ALPINE LGA TOWONG LGA MOIRA LGA WODONGA LGA (LGA) SHIRE LGA
2005-06 $8.0 $16.3 $10.4 $3.3 $11.4 $15.3 $34.6
2006-07 $4.5 $20.5 $4.6 $1.2 $12.8 $6.2 $32.7
2007-08 $20.5 $29.8 $2.6 $2.1 $20.7 $5.7 $37.0
2008-09 $15.4 $32.8 $12.7 $2.7 $17.5 $8.7 $24.9
2009-10 $17.5 $38.2 $14.6 $7.7 $26.1 $86.0 $53.9
2010-11 $8.6 $16.6 $7.9 $0.1 $31.5 $7.5 $53.7
2011-12 $5.5 $12.1 $9.8 $1.8 $17.5 $6.2 $43.8
2012-13 $3.4 $30.8 $4.6 $2.2 $17.5 $64.4 $137.3
2013-14 $25.5 $29.8 $6.7 $3.2 $24.5 $8.6 $26.7
2014-15 $3.3 $14.6 $14.6 $8.6 $37.7 $7.2 $71.9
2015-16 $3.8 $37.4 $10.6 $0.6 $28.5 $15.6 $28.9
2016-17 YTD $0.3 $2.7 $0.6 $0.0 $5.5 $0.4 $20.9
LATEST YEAR GROWTH (2014-15 TO 2015-16) 14.1% 156.8% -27.0% -93.1% -24.6% 115.5% -59.7%
5 YEAR AVERAGE ANNUAL GROWTH -15.2% 17.7% 6.2% 32.6% -2.0% 15.9% -11.6%
Source: Source: ABS (2016d)
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