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Achieving greAter DAnDenong’s

PotentiAlA Local Economic and Employment Development Strategy for our City

VisionGreater Dandenong will be a place where people of all ages and backgrounds can reach their potential, gain the skills and education they need for success in life, and be part of a prosperous economy where all trade, manufacturing and business activity flourishes.

Achieving Greater Dandenong’s Potential City of Greater Dandenong

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ContEntSMessage from the mayor and chief executive ......................................................................... 04

the planning framework ......................................................................................................... 08

Vision, values and purpose ..................................................................................................... 09

Council’s role in economic development ................................................................................. 11

Council’s local economic and employment development policy .............................................. 12

Related documents ................................................................................................................ 14

the strategy ........................................................................................................................... 14

Goal 1 Education, training and skills development .................................................................. 16

Goal 2 Business, industry and employment ............................................................................ 20

Goal 3 Economic and social wellbeing .................................................................................... 26

Goal 4 Local government leadership in building a sustainable region ...................................... 32

Priority outcomes ................................................................................................................... 37

Consultation process .............................................................................................................. 38

Definitions ............................................................................................................................. 39

Further reading ....................................................................................................................... 39


Achieving GREAtER DAnDEnonG’S

PotentiAlA Local Economic and Employment Development Strategy for our City

the City of Greater Dandenong’s Local Economic and Employment Development (LEED) Strategy outlines a vision and pathway for the development of Greater Dandenong’s economy where “people of all ages and backgrounds can reach their potential, gain the skills and education they need for success in life, and be part of a prosperous economy where all trade, manufacturing and business activity flourishes”.

Message from the mayor and chief executivethe Local Economic and Employment Development Strategy (the Strategy) for the City of Greater Dandenong has been prepared to guide Council’s work on economic development over the next four years.

the Strategy seeks not only to build on what has already been achieved but also to move in a future direction that seeks to re-distribute or create greater wealth for the benefit of the whole City of Greater Dandenong community.

Consistent with Council’s Local economic and employment development policy, the objective of this strategy is to enhance the short, medium and long term economic prosperity of the City

of Greater Dandenong in a measurable way that is consistent with the social values and standards of the community including residents, employees who work here, and the businesses that operate here.

the breadth of the Strategy serves to illustrate that economic development initiatives cover the entire range of Council services; that a strategic approach to economic development will involve whole of Council activities.

Council has adopted an approach to economic development that encompasses the concept of economic resilience. Simply defined that means that for an economy to be able to change and adapt to global economic pressures, and maintain social inclusion and environmental sustainability, it needs to take a holistic approach.

traditionally local government economic development strategies have had a focus on business and industry growth, rather than the broader concept of an economy incorporating liveability, equity and sustainability, including development of employment prospects and improvements to stakeholder wellbeing.

through an extensive international study undertaken by the UK Centre for Local Economic Strategies (CLES) to explore how local government deals with economic growth within a locality, it has been established that community wellbeing is linked to economic resilience – where a healthy balance is created between the commercial, public and social economies with an emphasis on environmental sustainability.

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this Strategy has been developed considering the needs and priorities of the Greater Dandenong community, as outlined in the Imagine 2030 Community Plan, and developed after extensive consultations.

Surveys undertaken indicate the top shared community priorities in Greater Dandenong are employment and business opportunities, travel and transport, safety, and education. these consistently ranked amongst the top priorities for all sectors of the community.

the Strategy is a commitment to building a resilient local economy, based on equality of opportunity, an increase in community wellbeing and sustainable business development.

MayorCr Roz Blades

CEO John Bennie

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By fostering resilience between the three sectors –Commercial, Public and Social – local economies are able to better adapt to change (particularly arising from outside shocks) and regenerate themselves.

this Strategy is based on an understanding of the key challenges and opportunities in the local and regional economy and the ways in which Council can positively influence economic outcomes. It is the potential to highlight localised problems and disparity within places that can aid in the production of strategies and action plans that are more likely to deliver locally tailored and successful outcomes, improving wellbeing for the community as a whole.

In economic terms, the Council has an influence on prosperity through the following factors:

• Incomes – Council is a major employer, it encourages investment of various types, and it is often the decision-maker on investments by other parties.

• Prices – Council decisions on zoning and infrastructure provision heavily influence the price of land for employment and housing activities as well as transport and other operational costs for businesses and households.

• Distribution – Council chooses the type and location of services to be provided, many of which are community goods and some of which are targeted at disadvantaged communities.


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The planning frameworkthe City of Greater Dandenong’s Local Economic and Employment Development Strategy is based on a sound foundation of consultations and discussions with residents, businesses and other community stakeholders, and focuses on key themes identified in those discussions.

Consultations with the community in 2008-09 undertaken in the development of Council’s community plan, Imagine 2030, identified a series of vision statements about the community’s aspirations and views about what kind of future they want for the city in the year 2030.

this has been used as a guide for building a great city, where “People, Place and opportunity” are inextricably linked in ensuring wellbeing and security.

the Council Plan 2009 builds on these views and developed a statement of goals to work towards over a four year period to 2013 describing what outcomes, plans and policies are important to achieve them.

the Strategy follows directly on from those priorities and has also been informed by critical research undertaken by the UK Centre for Local Economic Strategies (CLES) which has developed an Economic Resilience model, applied throughout this strategy.

the economic model provides a conceptual framework for a local economy, (as opposed to a national economy) and is structured on the relationships that not only boost economic productivity so that a place’s long term growth increases at a sustainable rate, but also ensures that improved opportunities are achieved as a result of a stronger (more resilient) economy.

Vision, values and purposeCouncil’s Vision

(Council Plan 2009 – 2013):

Greater Dandenong is a City of opportunity with quality buildings, places and facilities, and where people of all ages, cultures and backgrounds can reach their potential to live secure, happy and fulfilling lives for generations to come.

The Vision of this Strategy

Greater Dandenong will be a place where people of all ages and backgrounds can reach their potential, gain the skills and education they need for success in life, and be part of a prosperous economy where all trade, manufacturing and business activity flourishes.

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Achieving Greater Dandenong’s Potential

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City of Greater Dandenong

Council’s role in economic developmentWhile Council works within a broader economic and policy context, the local economy has a number of challenges that require attention at the local level if the area is to be sustainable and prosperous into the future. this includes local employment and labour force issues, development and sustainability of the City’s extensive industrial precincts and attractive activity centres for shopping, working and living, and ensuring that the local economy is positioned for a carbon-constrained future.

Council has an impact on economic development, deliberately or otherwise, because of the decisions it makes on investment and development approvals, amongst others. Furthermore, through its information, business support programs and advocacy, Council has the opportunity to positively influence outcomes. Given this, it is appropriate that Council ensures that its decisions are consistent and lead to desired outcomes for the local economy.

Council is one of the biggest businesses in Greater Dandenong and is a significant investor in the municipality.

our Vision will be realised when the City of Greater Dandenong has become an economy where:

• inclusion and respect are central to our culture

• residents have the opportunity to increase their levels of skills

• more residents can find jobs that fully utilise and reward their skills

• businesses recognise the benefits of innovation and sustainable business practices

• ambition and leadership are fostered

• there are better connections with markets and ideas within the region and beyond

• more local people benefit from the economy

• prosperity is measured by wellbeing rather than just by economic wealth

• an increasing proportion of the region’s energy is sourced from sustainable forms, and

• the region invests in the capacity for future resilience – in people, place, and opportunity.

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• A diversified economy that actively assists with the continual transition to a 21st century knowledge driven economy and strengthens the local economy in both the national and global economy.

• A commitment to local businesses by assisting existing companies to develop and prosper.

• Partnerships with social, public and private sector organisations that assist the City of Greater Dandenong to achieve its goals.

Implementation of the policy will include marketing of the City as a business destination, facilitation of business investment and employment creation, supporting existing businesses, and the measurement and monitoring of growth and sustainability of the local and regional economy.

It will ensure there is a strong nexus between the commercial, public and social economies to deliver opportunity for all.

Council’s most important role in economic development is in strategic leadership, where it can bring together diverse community interests in ways which stimulate enterprise and wellbeing for the benefit of residents, workers and employers.

Council understands its role as part of a broader region, and that the success of the local economy is intrinsically linked to the success of the region. Greater Dandenong’s economic future is dependant on the infrastructure, skills and vibrancy of the broader region. Accordingly Greater Dandenong is actively involved in alliances and collaborations with surrounding municipal councils and others in the South East of Melbourne.

Council’s local economic and employment development policythis Strategy is informed by Council’s policy to enhance the short, medium and long term economic prosperity of the City of Greater Dandenong in a measurable way that is consistent with the social values and standards of the local community. It aims to stimulate the creation of greater employment prospects, the provision of better quality job opportunities and improved shareholder value. Its guiding principles include:

• A commitment to developing a sustainable region and acknowledging the balance between social and economic development and environmental responsibility.

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2. Business, Industry and Employment

Establish a prosperous and diverse commercial environment where advanced business services, sustainable manufacturing, and other knowledge intensive industries, dynamic local enterprises and a skilled workforce engage productively together.

3. Economic and Social Wellbeing

Enhance the community’s sense of wellbeing and quality of life for all people living in the locality by encouraging access to public goods, fostering a culture of social responsibility and inclusion, and enabling greater participation in the workforce.

4. Local Government Leadership in Sustainable

Development

Invest in public infrastructure and partnerships which meet the current and future needs of businesses and residents and promote the City as a leader in sustainable development.

Objectivesthe following pages set out the details for achieving each of these goals and include specific challenges and opportunities for the resident and business communities of Greater Dandenong in building a sustainable and prosperous local economy.

Related documentsIn the development of this strategy consideration was given to the following strategies and plans:

City of Greater Dandenong Council Plan 2009-2013

City of Greater Dandenong Community Plan, Imagine 2030

Regional Economic Strategy for Melbourne’s South East (2009 – 2030), January 2009

City of Greater Dandenong Community Wellbeing Plan 2010 - 2013

the Victorian Government’s plan for managing Melbourne’s growth and development; Melbourne 2030: a planning update - Melbourne @ 5 million.

The strategyVisionto create a place where people of all ages and backgrounds can reach their potential, gain the skills and education they need for success in life, and be part of a prosperous economy where all trade, manufacturing and business activity flourishes.

Goals1. Education, Training and Skills Development

Improve opportunity and access for all residents to gain the necessary skills and education they need for success in life, and to enable them to successfully participate in and contribute to the local economy.

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GoAL 1EDUCAtIon, tRAInInG AnD SKILLS DEVELoPMEnt

Challenges and Opportunitiesthe city of greater Dandenong has been a

first home for successive waves of migrants

in the continuing post-war period. this has

created a vibrant cultural mix but has also

resulted in some labour-market disadvantages

often through lack of recognised qualifications

and english language and numeracy skills,

contributing to high local unemployment.

other factors that contribute to the high

local unemployment are low secondary

school completion rates and high welfare

dependency.

According to the national institute of

economic and industry research (nieir

2007), employment outcomes for residents

of greater Dandenong have been amongst

the worst in Melbourne over the period

1996 to 2006. currently the rate of

unemployment in greater Dandenong is

twice that of Metropolitan Melbourne as a

whole (9.6% in greater Dandenong compared

with 4.8% in Metropolitan Melbourne in

september 2010). A lack of jobs is not

the primary issue for greater Dandenong

residents, since there are already far more

local jobs than resident workers.

Many residents, however, have been unable to take part in the local employment growth in Greater Dandenong because they lack the skills employers need. English language skills are often the first barrier for recent migrants to overcome in order to take part in employment and further training. English language skills are not only a necessary step in achieving most jobs and higher wages, they are also necessary to take a full part in community life.

the local manufacturing sector has been a strong employer of people with few qualifications or skills.

However, as manufacturing becomes more technology driven, the demand for lower skilled jobs is reducing.

this is being seen across many industries and not just in manufacturing.

A key difficulty in the entire training system is matching the requirements of employers and trainees in a timely way so that skills shortages can be avoided. For local people, this means much higher participation in tAFE and university is required as well as intervention to improve motivation, English language skills and overall job-readiness. Greater Dandenong currently has low rates of school completion, and low rates of tAFE or university qualifications. this needs to be addressed as a priority.

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GoAL 1 EDUCAtIon, tRAInInG AnD SKILLS – StRAtEGIC oBJECtIVESEducation and Skills

1. Actively research and gain a better understanding of the skills base of the resident community and the skills demands of local industry

2. Improve access to English Language Skill resources and programs for residents by promoting local English as a Second Language (ESL) training and services, and advocating for an increase in intensive English language skills programs

3. Improve access for residents to job ready skills appropriate for both today’s and future jobs by facilitating greater communication between industry and educators to address the (perceived) mismatch between education provision and local employment opportunities

4. Work with migrant groups and education and training bodies to ensure appropriate services are delivered in a timely and responsive way

5. Develop and promote activities which enable a culture of life-long learning

Employment Pathways and Connectedness

1. Establish formal channels of communication between the community, private and public sectors to ensure that Greater Dandenong service providers, particularly in the areas of migrant and youth services, are engaged in developing innovative ways for encouraging participation in education, training and employment

2. Encourage and support activities which promote resident engagement into the workforce

3. Foster a culture of entrepreneurship which can lead to growth in enterprise formation through business support programs for local entrepreneurs

As well, Council has a role in encouraging life-long learning as a means for people to gain and update their skills and qualifications, by promoting its benefits and reducing barriers to disadvantaged groups to participate in skills development. this can be done in conjunction with tAFE providers, schools and other education and employment service providers.

one of the advantages of a highly multicultural community is that once skills have been provided, the resulting engagement – particularly in areas like food retail – can add very attractive elements to the overall community. this has been the experience in areas such as Springvale and more recently in Dandenong where such activities have added to the visitor offer in turn attracting more people to the retail precincts.

An improving base of human capital is attractive to investors, and encompasses improvements in the general skills of residents, including English language skills, the technical skills of the labour-force, the entrepreneurial ability of residents and business people, and the vibrancy and adaptability of social networks.

the City of Greater Dandenong can provide many opportunities for increasing participation by residents in the local economy. As a priority, the Council will continue to:

• Work with the adult education sector, with migrant community organisations and with Commonwealth and State Governments to improve the resourcing and outcomes of English language education programs amongst recent migrants.

• Strongly encourage other spheres of Government and the private sector to provide mainstream English language programs.

• Bring together local training and business organisations to encourage a better match between training supply and demand.

• Monitor and research labour-market issues and disseminate findings in order to help guide action on jobs and training.

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Challenges and Opportunitiesgreater Dandenong has a major

manufacturing sector which is important

in a national context. the municipality

has a substantial share of manufacturing

employment in south east Melbourne.

however, it has relatively few “flagship”

innovation enterprises and relatively little

of the infrastructure (such as research

institutions) that supports advanced

manufacturing. these are generally provided

elsewhere in the region, particularly in the

south east Melbourne innovation Precinct

around Monash University.

For the long term sustainability of

manufacturing in the municipality it

is important that advanced technology

and processes become more prevalent

amongst local firms and that greater

Dandenong is able to attract (and develop)

additional innovative enterprises.

research shows that there are vulnerabilities

in the local economy, including limited high

value jobs and relatively low skill levels.

this undermines the future growth prospects

of the manufacturing industry, in particular its

ability to innovate and adapt.

the local economy is still some way from achieving a knowledge economy, as the majority of jobs are in positions that are not usually associated with the knowledge economy and high productivity.

A knowledge economy is an economy based around high technology industries, such as computing and telecommunications, and sectors which have a highly skilled workforce.

Encouraging economic diversity in the local economy is important to help quarantine the effects of global economic shocks.

Participation in knowledge intensive industries will benefit the local economy and help to position it to compete in global markets.

the Victorian State Government has designated Central Dandenong as one of six Central Activities Districts in metropolitan Melbourne that will provide “CBD-type” services to benefit and attract residents, visitors and investors.

GoAL 2 BUSInESS, InDUStRY AnD EMPLoYMEnt


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Home-based businesses are a growing proportion of the total economy, enabled by new technology and encouraged by the ongoing trend of outsourcing, and generally involve skilled workers.

Encouraging industry clusters, or local concentrations of firms in the same or similar industries has advantages for economic development as they can lead to higher rates of innovation and enterprise development and through achieving critical mass can deliver more efficient use of infrastructure.

Retailing is a core part of the function of activity centres. In Greater Dandenong centres need to attract people from a broad catchment area.

this includes building on existing strengths such as the redeveloped Dandenong Market and cultural precincts.

International relationships, including Council’s sister city relationship with Xuzhou in the Jiangsu province of China, can provide trade and investment possibilities for local knowledge enterprises that can be fostered through the coordination of trade and commercial exchanges. Similarly, the City’s multicultural population can be encouraged to capitalise on its international linkages.

Achieving this will include attracting new investments in:

• advanced education

• major hotels

• diverse professional and business services sector

• improved and diversified retail offering

• cultural institutions – art galleries, museums and performance spaces

the qualities of the local labour force have a strong bearing on the ability of business and industry to respond, adapt and innovate.

Approximately one-third (31 per cent) of employed residents work in labouring or trades, compared with 20 per cent of people throughout metropolitan Melbourne.

Inversely, just 14 per cent of employed residents hold professional/managerial occupations, compared with the metropolitan average of 30 per cent. For a resilient economy, the local workforce needs to engage in a wider range of skilled occupational groups. this will make them more attractive to local employers.

A dynamic and entrepreneurial business culture is important in overcoming economic challenges. Growth in the level of self-employment and the rate of new business formation are indicators of a growing diverse and resilient economy.


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GoAL 2 BUSInESS, InDUStRY AnD EMPLoYMEnt - StRAtEGIC oBJECtIVESLabour Force 1. Facilitate job sustainability and growth through business support services

and investment attraction activities

2. Support the development and sustainability of jobs through activities that encourage businesses to transition into the increasingly knowledge based economy

3. Facilitate connections between education providers and local employers to enable education providers to facilitate courses which will provide the skills to fulfil the future job requirements of industry

4. Encourage employers to provide training and advancement opportunities for their existing staff, including the provision of apprenticeships and traineeships

Business Support

1. Provide services supporting the business community to improve their business sustainability and future growth prospects through training and development programs, networking activities and mentoring opportunities

2. Continue to support an export development/import replacement strategy amongst local firms

3. Provide and support effective and active networking activities which support business sustainability and growth and provide opportunities for local supply chain development

4. Encourage a culture of innovation & support services that improve commercialisation opportunities for local entrepreneurs and industry

5. Ensure the range of business support services are available to Home Based and other Micro Businesses

6. Provide leadership and extend current business engagement activities to a broader audience including socially focussed organisations

Transition to a knowledge driven economy

1. Support and promote activities which assist local innovative businesses to take up new technologies and research and development opportunities

2. Support activities that foster entrepreneurship & enterprise development within the local community through services which facilitate business formation and self employment opportunities

3. Support activities that facilitate cluster development and the subsequent opportunities for cluster participants

Retail development

1. Foster activities that facilitate a higher order retail mix in activity centres throughout the municipality

2. Undertake activities to attract Business Services to Dandenong CAD and other appropriate locations throughout the municipality

3. Support activities that create viable and inviting activity centres, maximising local retail spend and encouraging increases in employment opportunities

4. Promote the municipality as a shopping and cultural destination

Investment Attraction

1. Promote Greater Dandenong as a place to invest and establish a broad range of businesses and employment opportunities

2. Continue to provide on-on-one facilitation services to firms wanting to invest in the municipality

Regional Context

1. Promote Central Dandenong’s role as a regional CBD and support activities that will increase its role as a provider of a unique retail offer and key Government and business services

2. Promote and further develop Greater Dandenong’s role as a regional jobs provider through activities that will increase employment opportunities

3. Continue to plan for and encourage activities that position Greater Dandenong as a transport hub into the future

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Challenges and Opportunities the resilience of the community and its ability

to be self sustaining depends to a large extent

on how people perceive their wellbeing, take

pride in location and local history, identify

with the region, and are connected easily

to mechanisms that encourage participation

in employment and social activities.

Data from the 2006 census shows that

the municipality of greater Dandenong

ranks first in the level of disadvantage

among the 79 municipalities of victoria.

this is based on data relating to income,

educational attainment, occupations,

housing, english language fluency, and

levels of unemployment.

this is partly reflected in a cycle in which

poor labour outcomes keep property prices

and residential amenity low, not retaining

many households with higher skills and

incomes and resulting in a residual of lower

skill/lower income households.

there are significant differences between

the least and the best performing pockets

within the greater Dandenong community.

For example, median house prices vary

considerably between and even within the

suburbs in greater Dandenong.

Council has a role in a number of social economy activities that can underpin a community’s sense of wellbeing. one of the aims of Council is to create opportunities for these lowest performing pockets to improve. this may include improvements in activity centres, improvements in road and other public assets, as well as in various community engagement activities including the provision of an active library services.

Housing within and close to activity centres is a key aim of planning policy. More people in a centre creates larger markets, making more activities viable, delivering better services.

More residents also extends the hours of operation of an activity centre, improving the efficiency of local assets. Council will continue to encourage housing in and around activity centres.

In the past, residents who gain skills and higher incomes have tended to move out to areas which are perceived to have better residential amenity. this trend has been slowed somewhat by the development of new high quality housing in areas such as Keysborough, the Metro Village 3175 development, and new housing opportunities within the major activity centres.

GoAL 3 EConoMIC AnD SoCIAL WELLBEInG


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there are vulnerabilities for people who are not in the workforce at any one time (and more than half of all local residents currently are not in the work-force such as pensioners, and children) and there can be negative impacts for example where actions that improve the asset base cause rents and prices to rise.

these people, however, are consumers or participants in the local economy and Council has a role to provide appropriate supports.

Council uses some of the resources at its disposal to ensure access to public goods, that is free and/or subsidised services such as libraries, swimming pools, community transport, home and community care, migrant and community centre services, immunisation, older people’s recreation needs, arts access, mental health support, and community festivals

and events. Many of these activities are offered in partnership with other tiers of Government or community organisations.

Greater Dandenong has a strong sense of historical significance, as a market town, the gateway to Gippsland, and as an industrial/manufacturing hub. the benefits of these historical influences still remain, with the more recent identity of multiculturalism and in particular Asian food in Springvale, and other cultural foods in Dandenong adding other dimensions to the identity of Greater Dandenong. Activities which further promote the historical and more recent identity for Greater Dandenong will engender a stronger sense of place, and further community identity.

Major developments adding to the liveability of Greater Dandenong have been:

• the Drum theatre offering new cultural experiences in central Dandenong

• Upgrades and extension to the historic Dandenong Market

• EastLink and other road improvements providing easier access to jobs in the eastern and southern suburbs

• public transport improvements (including the Smartbus initiative) providing better access to jobs and to education

• improvements to activity centres, including the major redevelopment of Central Dandenong, creating attractive spaces and better opportunities for service businesses

ongoing improvements in liveability will assist in marketing Greater Dandenong as an attractive place to live and work. Key selling points include:

• the diversity of housing types and outlooks (and the way in which local house prices are accelerating)

• the close proximity to a wide range of jobs in manufacturing and services

• the existence of a wide range of high order services including health care and tertiary education

• the multicultural population and the range of food and other services that this generates


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In order to achieve a prosperous local economy which can be translated into a better quality of life for all people living in the locality, a better understanding is required of the interactions of the community sector, or social economy with the wealth creation sectors, and indeed the government sectors.

this comprises those enterprises and activities which seek to engage people and connect them to the community, provide security and wellbeing, and help people to participate and realise their potential.

GoAL 3 EConoMIC AnD SoCIAL WELLBEInG – StRAtEGIC oBJECtIVESConnectedness 1. Encourage people working within Greater Dandenong to become more involved in the

local community through social networking and Corporate Social Responsibility (CSR) opportunities

2. Actively participate in activities that develop a culture of collaboration and cooperation particularly across the three spheres of the local economy (commercial, public and social)

3. Identify the extent of the social sector in Greater Dandenong, the range of services delivered, and the sector’s contribution to the local economy

Housing 1. Advocate for a diverse range of quality residential developments which include appropriate levels of affordable as well as executive and family housing

2. Plan for increased housing to be made available in close proximity to transport and city centres where employment opportunities, entertainment and cultural activities are provided

Sense of Place 1. Foster pride in local history and positively influence the existing culture through promoting the Dandenong Market, cultural precincts, the strong industrial base, and other unique ‘offers’ within Greater Dandenong

2. Support activities that help connect local businesses to local social enterprises, to develop a culture of CSR and community involvement

3. Undertake a strategy to foster the development of neighbourhood and local activity centres


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GoAL 4 LoCAL GoVERnMEnt LEADERSHIP In BUILDInG A SUStAInABLE REGIonChallenges and OpportunitiesA sustainable region is about ensuring firstly

that the basic infrastructure is in place for

the resident community and business and

industry to thrive. this includes housing

and land use planning, transport, industrial

estates, retail and other commercial activity

centres, and social and cultural infrastructure

such as parks and recreation reserves, arts

facilities, health and community centres,

education and training facilities.

to do this it is vital that the council is well

connected with all components of the

economy - with other government sectors,

private commercial sectors and the not for

profit sector.

it is only these close connections that can

ensure that needs are identified and properly

addressed and that resources are used wisely.

the city of greater Dandenong currently

leads the building of partnerships which

will engender leadership at the local level.

this is increasingly a major role that local

government plays within a local economy.

the linking of services and providers, along

with providing guidance to other levels of

government relating to funding activities will

become more of a priority to enable efficient

service provision.

Greater Dandenong is an active member of a number of regional organisations and alliances. these are important to maintain links with neighbouring municipalities and to ensure that residents and businesses are represented in regional policy making. the south east region of Melbourne is recognised as a region of significant importance to both the State and the national economies, and Dandenong is recognised as the Regional Capital to this rapidly expanding region. It is vital that the Council continues to maintain and strengthen its collaborations with its neighbouring municipalities and other relevant public bodies.

A major priority, both locally and for the region, is to improve transport infrastructure. Connectivity of the transport system is essential to support continued development, both in business and in the residential population, and it is measured by the relative ease, or otherwise, by which people are able to travel to work, education, retail or leisure activities, and the relative ease, or otherwise, of business to be able to access markets and distribute goods and services.


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Council can help lead the way in promoting the use of low energy processes, materials and technologies by business, households and the public sector. Improvements in efficiency and reductions in energy and materials use are important ways of reducing costs and remaining competitive for both Council itself, and for businesses and households within Greater Dandenong. Carbon constraints, in the form of higher taxes and charges on energy and materials will make this a vital source of competitiveness in the future.

Emissions abatement activities give business an opportunity to invest in growth industries of the future, and provide opportunities for local households to benefit.

Urban design is an important role of Council to enhance attractiveness of location for users and for investors. Urban design frameworks have been completed for the main activity centres and Council can lead by stimulating the development of quality buildings and urban spaces.

Public transport still suffers from a perceived, and sometimes real, lack of quality and access which makes it a less attractive choice than the car. there is currently little incentive for walking and cycling.

Some freight movements, particularly those to and from the ports, could be undertaken by rail, simultaneously easing congestion, improving road safety and reducing carbon emissions. An intermodal freight hub for the Dandenong area as proposed in the Shaping Melbourne’s Freight Future discussion paper (2010) would have a major boost to productivity, and increase market access.

the economic development opportunities presented by the development of new major road infrastructure, such as EastLink, need to be realised, and include ensuring sufficient land for industry is appropriately zoned and available in areas of greatest access.

For example, the major expansion of the Dandenong South industrial area, particularly those parcels close to EastLink interchanges, is now being developed.

Advanced manufacturing and associated business activities require industrial land but also may need high levels of office space, research laboratories, workshops, distribution facilities and other services.

Current zonings may not be able to accommodate this flexibility. Council has a role to play in ensuring that the land-use planning requirements properly reflect current industry needs and provide for future flexibility for industrial firms as they expand and evolve.


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PRIORITY OUTCOMESThe Strategy will enable Greater Dandenong to have:

• Stronger and more competitive businesses

• A business community equipped to transition to a new knowledge based economy

• Skilled people for local business to employ

• Connections for residents into good jobs

• Effective and efficient infrastructure

• Resident and business communities embracing environmentally sustainable practices

Greater Dandenong is set to become a stronger and more resilient city and community into the future.

GoAL 4 LoCAL GoVERnMEnt LEADERSHIP In BUILDInG A SUStAInABLE REGIon – StRAtEGIC oBJECtIVESTravel and Transport

1. Advocate for future transport linkages that will improve resident’s access to employment

2. Advocate for future transport linkages which will improve market access for businesses located within Greater Dandenong

Places and Buildings

1. Foster branding and activities in precincts to facilitate increased economic activity by promoting the unique characteristics available

2. Support the development, effective use, and promotion of community Infrastructure which attracts people locally and regionally

3. Leverage Council’s property assets to ensure improved economic outcomes, particularly in activity centres

Business Land Use

1. Facilitate the transitioning of traditional industrial land into more effective employment hubs

2. Encourage the development of business, employment, technology and/or knowledge parks with good design that provides both hard and soft infrastructure enabling them to develop as effective employment precincts

3. Advocate for a review of small and inefficient industrial areas to transition to more appropriate uses with a preference for higher order employment opportunities

Environmental Sustainability

1. Promote actions which encourage environmentally friendly ways of living, working, producing and doing business, including the transition to lower-impact fuels and alternative energy sources

Technology 1. Support the provision of high speed, high capacity broadband and telecommunications infrastructure

Partnerships and Local Leadership

1. Lead by example with procurement strategies that foster local employment and support local suppliers

2. Facilitate and/or support local leadership groups that support the development of Greater Dandenong’s economy and are aligned with Council’s objectives

3. Support cross-sector alliances engaging local leaders to raise awareness of the local economy (private, public and social) and to provide vision, leadership, and foster cooperation and collaboration

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Consultation processExtensive surveying for the development of the City of Greater Dandenong’s Community Plan, Imagine 2030, was undertaken during the period october 2008 to April 2009.

In the first wave alone 1200 surveys were returned. the extensive consultation concluded that safety and transport, employment opportunities (jobs), learning and education, and the environment consistently ranked amongst the top priorities for all sectors of the community.

these priorities for residents, workers and businesses have been incorporated into the formation of this Strategy.

An extensive series of interviews with key representatives of the three sub-economies (Public, Private and Social) within Greater Dandenong were undertaken throughout January and February 2011, and a baseline for the resilience of Greater Dandenong has been established. the outcomes of that analysis have been utilised to inform this strategy.

A peer review was undertaken during April 2011 and reviewers’ comments have been incorporated into this final strategy document.

Definitions Sustainable development incorporates a change in character or structure, a qualitative shift in resource use, labour force skills, production methods, marketing measures, income distribution and financial capital arrangements. Kane M and Sand P (1988) Economic

Development What Works at the local level

Advanced business services can be conceptualised as “Enterprises providing a largely customised, problem solving service to other businesses, where the services in question require application of significant intellectual effort or capital”. SGS Economics and Planning

the knowledge based economy is an expression coined to describe trends in advanced economies towards greater dependence on knowledge, information and high skill levels, and the increasing need for ready access to all of these by the business and public sectors. OECD Glossary of statistical terms

Further readingCouncil’s Economic Profile, 2010 visit: www.greaterdandenong.com | Business | Locating in Greater Dandenong | Economic Profile

the CLES Economic Resilience Model visit: http://www.cles.org.uk/wp-content/uploads/2011/01/Towards-a-new-wave- of-local-economic-activism.pdf

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