A sustainability plan that looks toward 2050 addressing the

Transcription

A sustainability plan that looks toward 2050 addressing the
challenges the region will face in the areas of environment,
settlement, land use, community strength, economy and the
way we make things happen.
Baywalk Bollards, Artist Jan Mitchell
Messages of Support
G21 Commitment to the
Indigenous Community
The G21 Region Alliance respectfully
acknowledges the indigenous custodians
of lands and waters across each of our G21
Local Government areas including the City
of Greater Geelong, Colac Otway Shire,
Golden Plains Shire, Surf Coast Shire and
the Borough of Queenscliffe.
Indigenous population in the G21 region
by LGA (2006 census figures) is Greater
Geelong (1430), Colac Otway (141),
Surf Coast (78) Golden Plains (92) and
Queenscliff (18). The total number of
Indigenous people in the G21 region is
1,759 or 0.68 % of the total population.
G21 is broadly committed to working in
partnership with Indigenous communities,
all levels of government, service providers
and statutory bodies to build the capacity of
Indigenous communities in the region.
THE PREMIER OF VICTORIA
The G21 Geelong Region Alliance is a great
success story.
Since its launch in 2002, it has worked
hard to make the Geelong Region one
of Australia’s most attractive places to
live, work and invest – forging strong
partnerships against a backdrop of a
growing population and growing economy.
More than 20 key regional projects were
delivered following the release of the
Geelong Region Strategic Plan in 2003.
The G21 Geelong Region Plan is about
taking the next step.
The G21 Geelong Region Plan is the
culmination of two years of hard work by
hundreds of people and organizations. It
sets out a practical strategy for long term,
sustainable growth towards 2050 and
both identifies and addresses the major
challenges that the region will face in
the areas of environment, land planning,
community strength and economic growth.
What is “sustainable development?”
G21 adopts the definition from the 1987 World Commission on Environment and
Development:
“development that meets the needs of the present, without
compromising the ability of future generations to meet their
own needs.”
For G21, the interrelationship of social, environmental and economic considerations
underpins the well-being of the region and all our planning and decision making.
Page It is a major new framework for the future
and will be endorsed, supported and
implemented by environmental, community
and business organisations across the
region, in collaboration with G21 Councils
and the Victorian Government.
The Geelong region is renowned for its
diverse local economy and strong sense
of community.
The G21 Geelong Region Plan builds on this
diversity and strength – not just planning
for future growth, but also attracting the
new investments and jobs needed to drive
that growth.
I commend everyone involved for their
enthusiasm, dedication and foresight in
coming together to make the G21 vision
a reality.
THE Geelong region mayors
G21 strengthens our voice and enables us
to plan major projects in a strategic way.
By working together our Councils can
create efficiencies and more effectively
influence future growth.
G21 provides a platform where we
can engage with business, industry,
government and other agencies. Through
this innovative structure we are able to
identify common issues and work together
for our mutual benefit.
The G21 Geelong Region Plan presents a
shared vision for the Geelong region which
will see it remain the most liveable region
in Australia for this generation and those
that follow.
Cr Warren Riches,
Mayor, Colac Otway Shire
JOHN BRUMBY
PREMIER OF VICTORIA
FUNDING PARTNERS:
City of Greater Geelong,
Colac Otway Shire,
Surf Coast Shire,
Golden Plains Shire,
Borough of Queenscliffe,
Regional Development Victoria,
Department of Sustainability and
Environment,
Department for Victorian Communities.
Cr Bruce Harwood,
Mayor, City of Greater Geelong
Cr David Cotsell,
Mayor, Golden Plains Shire
Cr Pat Semmens,
Mayor, Borough of Queenscliffe
Cr Rose Hodge,
Mayor, Surf Coast Shire
Contents
Executive Summary
4
The Geelong region
8
The challenges we face
10
Future scenarios
12
Plan structure
14
Direction 1: Protect and enhance our environment
16
Direction 2: Create sustainable settlements
32
Direction 3: Strengthen our communities
52
Direction 4: Refocus our economy
72
Direction 5: Make it happen
82
The projects: nomination, development, implementation
90
Evidence and reference documents
92
Acknowledgements
94
List of tables
95
Page Executive Summary: Overview
The G21 Geelong Region Plan
is a sustainability plan for the
region that looks toward 2050.
It identifies and addresses the
challenges the region will face
in the areas of environment,
settlement, land use, community
strength and economy as well as
the need for change in the way
we make things happen.
Who’s involved?
why is it different?
The plan was developed during
2006/07 and represents the work and
opinions of hundreds of people and
organisations including G21 Councils,
the State Government, peak bodies and
environmental, community and business
organisations of the region.
This plan is a collaborative “grass
roots” approach to long term regional
challenges. It is a plan for the future
of our region, developed by the people
of our region. To be successful, it will
need to be endorsed, supported and
implemented by all levels of government
and members of the alliance.
a new way of working together
The plan addresses a timeframe outside normal Council and parliamentary
terms. New whole-of-government and whole-of-region implementation
protocols and development pathways are therefore necessary. New methods of
resourcing, coordination and operational innovation are an integral part of the
plan.
Page The research supporting this strategy
is robust and includes information
from regional, Victorian and national
organisations, as well as specifically
commissioned research, analysis and
extensive consultation.
This plan is unique in Australia and will
create new opportunities for delivering
priority projects for the sustainable
future of our region.
parallel development processes
The G21 Geelong Region Plan is made up of two parts:
1) The Strategy
2) The Projects
Whole-of-government endorsement of the strategy will follow research,
development, review and public comment periods.
Projects of the plan are nominated, prioritised, developed, endorsed and
implemented on an ongoing, case by case basis.
The G21 Geelong Region Plan - a sustainable growth strategy
Executive Summary: Background
G21 is an alliance
From pillars to plan
Developing the plan
G21 is the alliance of a variety of
independent organisations with a shared
vision for the Geelong region.
G21 is an evolving alliance.
The development of this plan has
featured an extraordinary level of
consultation.
Members of the alliance include the
municipalities of Colac Otway, Golden
Plains, Greater Geelong, Queenscliffe
and Surf Coast, the Victorian Government
and over 100 community and business
organisations committed to securing
a bright and sustainable future for the
region.
In 2002 leaders of key regional
organisations volunteered to lead “Pillar
Groups” that would identify and deliver
projects for the region. Twenty-four
projects were identified as part of the
G21 Geelong Region Strategy (2003),
Twenty-one of these projects have since
been delivered or significantly advanced.
More than 35 consultation forums
attended by almost 1000 people were
then held to seek advice and opinions
from various regional interest groups.
Following the consultation forums, the
first draft of the plan was released for
The alliance is not an authority, it is a
collaborative voice for the region that
provides:
• A platform for the region to speak with
one voice to all levels of government.
• A forum to discuss ‘big picture’
regional issues across interest groups
and municipalities.
• Efficiency through facilitating multiagency collaboration and sharing of
information and resources.
• More resources from all levels of
government and the private sector
through the co-ordination and
prioritisation of regional projects, and
• Alignment of the objectives of major
regional organisations with those for
the sustainability of the region.
September 2007
After bringing together the research,
evidence, strategic plans and other
information submitted by a variety of
organisations, two research reports were
developed detailing the challenges facing
the region (see “Evidence and Reference
Documents”).
stakeholder review” to representatives
of selected key regional organisations
(listed on page 94 of this strategy).
Feedback from the stakeholder review
resulted in significant changes to the
structure and content of the plan.
Feedback from the “public comment”
period included opinion and expertise
from key employers and industries and
community organisations of the region as
well as from the public.
Further significant changes and addtions
were made as a result of this process.
This method of development will deliver
an unprecedented level of regional
collaboration and support for the plan’s
strategy and projects.
As new projects were
identified, the instance of issues
requiring the collaboration of more than
one pillar began to increase.
The G21 Geelong Region Plan is a
sustainable growth strategy and a
“foundation project” of the first plan.
It delivers a strategic framework upon
which the pillars and other stakeholders
can prioritise and measure the success
of their projects in moving towards the
agreed vision for the Geelong region.
Page Executive Summary: The Outcomes
a Shared vision
an agreed strategy
Prioritised Projects
This plan is a framework for achieving
the vision, through sustainable growth,
looking towards 2050.
The strategy presents regional objectives
that respond to the challenges and
opportunities the region will face over
the next 45 years.
The projects of the plan are presented on
a searchable database available at
www.G21geelongregionplan.net and will
be nominated, prioritised, developed,
endorsed and implemented on a case
by case basis over coming months and
years.
The shared vision of the G21 Geelong
Region Alliance is:
“The Geelong region is
Australia’s most desirable
destination for living, visiting,
working and investing; it
is renowned for its vibrant,
cohesive community,
exceptional physical
environment and vigorous
economy.”
The only way of finding the
limits of the possible is by
going beyond them into the
impossible.
In order to balance current reality and
future vision, the strategy features short,
medium and long-term objectives to
address each policy.
The strategy has been endorsed by all
levels of government and members of
the alliance. In endorsing the strategy,
the alliance and government bodies
acknowledge that achieving these
objectives is integral to the sustainable
development of the G21 region. The
strategy will provide the basis for the
terms of reference for the development
and implementation of regional projects.
Projects must support the short, medium
or long-term objectives in the strategy
and are owned and delivered by a variety
of regional organisations.
A project can originate from any regional
stakeholder and must:
• Deliver regional benefits.
• Require multi-agency collaboration,
and
• Address objectives of the G21 Geelong
Region Plan.
Accepted regional projects are then
prioritised against criteria including:
• Social, environmental and economic
benefits.
• Strategic alignment with objectives of
the G21 Geelong Region Plan.
• Leadership and human resources, and
• Likelihood of funding.
The role of G21 in project delivery varies
from case to case and often includes:
• Letters of support.
• Establishment of project teams,
leadership and champions.
• Provision of supporting research
evidence.
• Assistance in building business cases.
• assistance with funding applications.
• Marketing and media support.
• Regional communications and
promotion.
• Project management, measurement
and reporting, and
• Guidance and advice.
Approval and implementation processes
for individual projects are discussed in
greater detail on page 90 of the strategy.
More than 100 new and existing projects
aligning with the objectives of the
strategy have already been identified
and are presented on a web-based
project information database for futher
development.
Arthur C. Clarke
Page The G21 Geelong Region Plan - a sustainable growth strategy
Our imperatives
The following imperatives align with the
five directions of this strategy and are
integral to our ability to respond to the
challenges and opportunities the region
faces.
Executive Summary: Next Steps
New pathways
ROLES and Responsibilties
Monitoring results
New collaboration and implementation
pathways will be established and used
by the alliance to secure support and
resources for projects. This includes
new processes for State and Federal
Government engagement and better coordination of regional stakeholders for
greater efficiencies in advocacy, lobbying
and network communications.
Through further collaboration, a
governance model will be defined for the
establishment of project implementation
policies and procedures. The model will
include:
Indicators to monitor our progress in
achieving the regional objectives have
been identified, established and targeted
for further development.
Agreed priorities and co-ordinated
implementation pathways will
present stronger cases for funding
support, creating greater likelihood of
implementation and success.
The significant contributions from the
networks and alliances engaged in the
development and delivery of this plan
are based on good will and a desire to
see the region succeed. The successful
delivery of the projects will require
a similar level of collaboration and
commitment.
• A clear set of roles and
responsibilities of government
departments, local councils, project
leaders, key regional organisations
and G21 staff.
Current indicators results for all policies
of the plan can be found at
www.G21GeelongRegionPlan.net
and are listed against each policy in the
strategy.
• Principles guiding the initiation of all
projects claiming to address the plan.
Indicator review intervals will be
determined and incorporated into the
plan’s project governance procedures.
• Guidelines for proposing and
evaluating projects.
Individual project measures will be
determined on a case by case basis.
• Guidelines for delivering measurable
results.
• Reporting requirements.
• Means and measures for managing
progress against the the objectives of
the plan.
• Risk management.
• Clear processes for funding
consideration, and
• Communication resources and
strategies.
1: Make environmental gains
We must bring together government, statutory authorities,
community and business people in a deliberate and
organised way to agree on and resolve the region’s biggest
environmental challenges including climate change, water
supply and the health of our ecosystems.
2: Use our land wisely
We must set aside, protect and use land to provide current
and future choices for residential, industrial, commercial,
rural and agricultural needs, while minimising impact
on the natural environment. Key economic and service
centres of the region must be vibrant and attractive,
supporting a mix of residents, businesses and community
activity.
3: Increase access for social equity,
creativity and learning
We must engage, connect and unite the people of the
region to build a framework for equitable access to the
internationally recognised basic prerequisites of health.
We must further develop the region’s access to and
reputation for arts, culture, learning, recreation and
diversity to create an economically productive, socially
viable and ecologically sustainable future.
4: Generate new business, raise skill and
education levels and create more jobs
We must bring together public and private sector
organisations to ensure ongoing links between the
demands of the economy and the capacity of the
workforce. This includes support for technology transfer
and industry transition with internationally recognised
telecommunications and technology capabilities.
5: Maximise opportunities
We must make our mark as a well informed, creative and
innovative place that encourages fresh thinking and bright
new ideas including initiatives to achieve competitive
advantage in attracting outside investment, recruiting
and retaining talent, increasing tourism and increasing
political influence.
September 2007
Page Page The G21 Geelong Region Plan - a sustainable growth strategy
The Geelong region
The G21 region runs from the
western shores of Corio and
Port Phillip Bays, along the
rugged Surf Coast and Great
Ocean Road to beyond Apollo
Bay, and inland through the rich
agricultural districts around
Colac and beyond to the north.
It has a population of around
270,000 people.
The G21 region has a healthy and diverse
economy and a well established pattern
of settlements that provide for the
needs of the regional community. It is an
attractive place to live, work and invest,
and is a major tourist destination. It is
well positioned close to Melbourne and
performs an important role as a service
centre for the State’s south-west.
The Otway Ranges and the coastline
along the iconic Great Ocean Road
provide an environment of national and
international repute and attraction.
Environmentally diverse features such
as the Bass Strait coastline and recently
established marine national parks, the
Otway forests and national and state
parks, the Port Phillip Bay and Corio Bay
coastlines, internationally significant
wet lands for migratory birds and rich,
productive agricultural lands define and
distinguish the region nationally and
internationally.
Geelong is the largest city in the region
with an urban population of 198,000
(2006 census data) and the second
largest city in Victoria. It is the principal
service centre in the region for industry
and business, health and education, and
a wide range of higher order commercial
and community services and facilities.
September 2007
Port, airport, road and standard gauge
rail facilities that focus on Geelong are
critical infrastructure assets for the
region.
Colac is the second largest settlement
(11,302 in the 2006 census) and is a
major service centre to the rural and
environmental areas in the western
part of the region. It also services
towns along the Great Ocean Road and
the burgeoning tourist industry that is
focused on the Bass Strait coastline and
Otway region.
The south-east of the region is
significantly influenced by urban
development pressures related to
the large populations and economies
of Geelong and Melbourne. Geelong
itself, Torquay/Jan Juc, Ocean Grove,
Bannockburn, Lara and Clifton Springs/
Drysdale are all rapidly growing towns.
high rainfall compared to other parts of
the State.
There are numerous small towns through
the Otway Ranges which are yet to
emerge fully from their traditional rural
service roles, and are only now beginning
to experience pressure for change
associated with tourism and lifestyle
pursuits.
The region is closely integrated with the
Melbourne and Victorian economies.
It is the largest and fastest growing
region in Victoria outside the Melbourne
metropolitan area.
Its proximity to Melbourne and good
connections by road and rail bring the
eastern parts of the region within easy
commuter distance of Melbourne.
Although continued growth is anticipated
for Apollo Bay, other smaller towns
along the Great Ocean Road are subject
to significant development pressure, but
are constrained in their ability to grow
and expand by natural environmental
features.
The rich and expansive rural areas in the
central and western parts of the region
are highly productive and enjoy relatively
Page The challenges we face
Climate change impacts.
According to the CSIRO, the
sea level of the Geelong
region is predicted to rise
by up to 55cm by 2070 if
sufficient measures to
minimise climate change
are not undertaken
globally. The projected
sea-level rise, modified
ocean circulation patterns and
increases in the frequency of
extreme events will affect the building
and erosion of the coast, and create
increased incidence of coastal flooding.
The average temperature of the Geelong
region is expected to increase by up to
1.4ºC by 2030 and up to 4.3ºC by 2070.
This increase would be beyond the
tolerance of much of the indigenous
vegetation and fauna of the region,
causing significant implications for
our economy, particularly agriculture,
aquaculture and tourism related
industries.
A temperature rise of this order would
also have health implications for our
increasing and ageing population.
Population is growing,
changing and will be
significantly older than
the rest of Australia.
In 2006, the residential
population was 259,000.
By 2051, the total
regional population is
expected to be at least
400,000(DSE). The G21 region
has an aspirational target of
500,000 by 2051 so it can support
higher level services and achieve a
threshold size more attractive to future
growth industries.
The population increase will be driven
by migration to the region. The birth
rate will remain approximately the same
whilst the death rate will increase by
around 35% between now and 2031(DSE).
People 65 years and older will make up
38% of the population compared to 29%
for Australia. There will be 14,000 fewer
people in the 0 to 44 age group by 2051.
85% of households will have only 1 or 2
people and there will be an additional
57,094 households in the G21 region by
2031.(DSE)
There is significant community
social disadvantage and a
large gap between rich
and poor.
There are 10 postcodes
in the region rated as
“disadvantaged” by the
Jesuit Study 2003 with
a further 7 rated as a
‘degree of disadvantage”.
This is an increase over 1996
and 2001.
70% of the region is more likely to
be categorized as “disadvantaged”
compared to 30% “advantaged”
demonstrating a wide economic
disparity.
Employment and incomes make up a
component of the disadvantage index
with the most vulnerable often reliant on
jobs in lower skilled areas that are under
pressure from low global wage levels.
Public transport use within the region
of less than 1% is significantly below
the State average. Sustainable access
to services for an increasingly older
population is a significant challenge.
The region rates lower than
average in the majority of
health related indicators.
According to the Victorian
Population Health
Survey 2005; compared
to the State average the
Geelong region has:
• 7.7% more females
and 3% more males who are
overweight/obese.
• 15.4% more females in the
18-24 year age range who are
overwieght/obese.
• 31% more females in the 18-24 year
age range who don’t eat the daily
recommended serves of fruit.
• 8% more 18-24 aged people who are
smokers.
• 2-3% higher reported mental health
problems across all sections of the
community, and
• 2.2% more women, 4.6% more men
and 37.5% more young people (18-24
y.o.) who are likely to be exposed to
a weekly risk of short term alcoholrelated harm.
Population growth will further increase
demand on the region’s water resources,
waste management practices and
available land for housing, industry and
employment.
Page 10
The region’s education levels
are lower than the average
for Victoria and
Australia in all but the
trades.
There is lower than
average representation
of people with
post-secondary
qualifications, university
degree or higher.
There is lower than
average representation of associate
professionals, professionals and
managers.
Skills gap analysis shows significant
gaps in current industry needs.
One in four children leave school early in
the Geelong region.(LLEN, 2006)
73% of 20-24 year olds in the Geelong
region have completed year 12 or
equivalent. The State Government has
set a target of 90% by 2010.(LLEN, 2006)
35% of students in the region go to
university,(LLEN, 2006) of these around 30%
drop out by the end of the first year.
The most common employment
outcomes for school leavers not
in further education or training
are: sales assistant, food service/
hospitality, administration, building and
construction. (LLEN, 2006)
September 2007
The region’s $8.14 billion
economy is forecast to grow
at annual rates lower than
Victoria and Australia.
Monash University forecasts
industry GDP growth to 2013
to be 3% per annum which
is below Victoria at 3.5%
and Australia at 3.4%. Over
20 years, this 0.5% downward
forecast equates to ‘losses’ of
$850m in GRP, 6,600 jobs and $450m
in wages. Manufacturing and associated
supply chain industries are most affected
and currently account for 16.21% of GRP
and 11.2% of jobs.
Whilst retail is strong as an employer
at 18.54% of jobs or 11.05% of GRP
it is overrepresented at 5.9% of our
industry structure compared to 4.7%
nationally. The higher than average retail
employment returns lower than average
wages and multipliers.
Monash forecasts an increasing gap
between average annual population
growth of 1.0% and employment growth
of 0.7%. 55,000 new jobs will need to
be generated in the region by 2050 to
accommodate population growth.
Unemployment in the region was 1.25%
higher than the State average over the
past 4 years. Youth unemployment for
the same period is 2.5 times higher than
the State average.
Current and forecast growth
is placing pressure on
the natural and built
environment.
Population growth
will require greenfield
residential land of
between 5,000 and
7,000 hectares by 2051
depending on housing
densities.
Current residential development
densities across the region are
approximately 10 dwellings per hectare
whilst other benchmark regions are 15
dwellings per hectare or above.
Currently only 1.38% of new dwellings
are achieved through urban infill (resubdivision). If this pattern continues,
supply and demand analysis shows that
the availability of designated residential
greenfield land will be exhausted by
2031.
Current pathways for
innovation, collaboration,
attribution and
implementation are
inconsistent and shortterm focused.
The region boasts many
organisations dedicated
to addressing the
challenges we face, but
their efforts are hampered by
inadequate:
• Consistent regional indicators.
• Strategic co-ordination of regional
priorities.
• Long term, whole-of-government
support.
• Funding and resources, and
• Policies and procedures for
acknowledging and rewarding effort.
Our challenges are significant, but
so too are our opportunities.
Page 11
Vision 2050: Scenario 1 - What we want to avoid
If we continue to do business as we are at present, or neglect to focus our efforts towards
addressing these challenges in a strategic and proactive way our 2050 might look like this:
It is 2050 and the regional population
is now 390,000, which is slightly below
the Victorian Government’s target of
1.2% per annum set in 2006, but is
exactly as the Department of Sustainability and Environment forecast.
The mid-range climate change impacts predicted in 2006 have eventuated and have had a negative impact
on the region.
The sea level rise of 22cm, combined
with the dramatic increase in extreme
weather has led to the loss of many
of the region’s beaches and forced
the closure of the Great Ocean Road.
There has been a lot of storm surge
damage to infrastructure such as
roads, sewerage, drainage, buildings
and bridges.
Climate change of 2ºC over the past
43 years has proved too much for
more than 40% of our indigenous
vegetation and the wildlife that depended on it to survive. Changes in
sea temperature made much of the
aquaculture industry unviable in 2021.
Traditional agriculture has seen
unprecedented change due to
temperature and rainfall
changes.
The lack of an efficient and accessible
public transport system has isolated
much of our ageing population who
are dependent on cars which they now
find too expensive to run.
estates have been built around the
region. There are an average of 1.6
persons living in each dwelling which
is well down from the 2.7 people per
household in 2006.
38% of people (148,000) are in retirement compared to 18% (48,000
people) in 2006 (Australia 29%).
Land around Apollo Bay, Torquay,
Drysdale/Clifton Springs and Bannockburn has been rapidly developed
to cope with population growth.
Lower housing prices, as a result of an
oversupply of low density houses built
from 1990 to 2020, attracted much of
the current population to the region.
The region was slow to respond to the
need to move to higher density housing. Although targets
of 15 houses per
hectare were set,
they were not
achieved as the
community and
the market did
not accept the
proposition.
This has meant
around 5000 ha
of new housing
The green belt between the edge of
Armstrong Creek and Torquay has just
been designated as the next major
urban growth area and is expected to
accommodate around 80,000 people
towards 2100.
Because of population growth and
ageing, there are around 20% fewer
people in the workforce overall, but
labour intensive industries have been
rationalised over the years. The main
concern is getting enough people to
fill jobs, particularly in services and
specialised skills areas like education, health, professional services and
technology and a new global industry
in transtechnoplasmy (TTP) transport.
It appears the potential for a new major investment in TTP will now go to
a region in northern Australia due to
ongoing labour and skill shortages in
the region.
Although there is no real unemployment, income
per
head of population has progressively
dropped because of the lower (disposable) incomes of the significantly older
population reliant on superannuation
and pensions.
The region has 12 of the top disadvantaged hotspots in Australia which
is 3 more than in 2006. This is mainly
due to a failure to adjust a sufficiently
broad range of services to take a place
based, participatory approach to service and infrastructure provision in
those postcodes.
University education opportunities
have progressively been centralised in
capital cities because there are simply
not enough young people in the region
to sustain them. The closure of Deakin
University’s Waterfront Campus has
had a negative impact on the vibrancy
and lifestyle choices available within
the CBD.
The 20% reduction in
rainfall has created a
critical water shortage, forcing the
closure of many
farms, businesses and service
centres.
Page
12
Vision 2050: Scenario 2 - What we want to achieve
If we have learned one thing from the
history of invention and discovery, it is
that, in the long run - and often in the short
one - the most daring prophecies seem
laughably conservative.
Arthur C. Clarke, The Exploration of Space, 1951
If we understand and monitor these challenges and respond strategically by focusing our efforts in partnership
with all levels of government, business and community, we could achieve a 2050 that looks more like this:
It is 2050 and the population has
reached half a million and the region
has again been rated the strongest
regional economy in Australia.
32% of the population is aged 65 or
over which is well under the average
for regional centres within 2 hours of
a capital city (38%) and is attributed to
campaigns to attract younger knowledge workers to new industries over
the past 30 years.
Smart urban design has resulted in
inter-generational living in choices
of medium density housing in and
around easy-to-access service hubs,
with an increasing instance of walking
and cycling to get to key destinations.
The rates of obesity and other lifestyle related conditions are now well
below international levels.
The inner central business district
is closely linked to the public transit
system that also services the three
major settlement centres within an
easy 20 minute travel time. 20% of all
trips are made on public transport.
46% of all trips to and from Melbourne (30 minutes away) are made
by superfastransit.
nature reserves has ensured the
survival of a variety of wildlife, despite
the increased average temperature
and declining rainfall. Extended indigenous foreshore vegetation has protected our coastline from the erosion
that has occurred in other regions as
a result of the increase in extreme
weather conditions.
Our service delivery and community
infrastructure planners are internationally recognised for their collective
contribution to the elimination of all
“disadvantaged” postcodes from the
top 30 list.
Colac’s population has grown
steadily on the strength of its
role as a key industry and
service centre.
Apollo Bay, the healthy
living centre of the Great
Ocean Road, has grown
well above expectation
since 2006 with 3000
new residents enjoying
the relaxed, harbour
side environment
built on the
healthy
lifestyle and tourism industry.
The focus on growth nodes in Bannockburn, Torquay and Drysdale has
resulted in around 20,000 to 30,000
people in each location with major
services located in these sub regional
centres near transit stations.
Whilst an additional 2500ha of greenfield land has been used for urban
development, this is half the anticipated amount of 2006 because of
higher dwelling densities.
The region embraced best practice
urban design
with internationally recognised success in reducing use of non-renewable energy together with reductions
in greenhouse gases and water
consumption. Innovative programs to
protect, manage and restore ecosystems and indigenous vegetation lead
the fight to minimise the impacts of
climate change across Australia.
The Victorian Centre for Innovation
and Commercialisation has generated over 400% increase in new
Gross Regional Product since 2006 in
technology, advanced manufacturing,
bio-science, health and professional
services industries.
New industry development has seen
the region purposefully move beyond
the successful “University City” cam-
paign of the early 2010’s to be recognized as a global centre for research
and development based in a 600ha
Smart Technology Precinct.
Transtechnoplasmy (TTP) transport
has been the catalyst for over 50 new
businesses in the region which has
recently hosted the 10th International
TTP Mobility Conference at the recently expanded Waterfront Convention Island.
Regional marketing initiatives have
generated increased awareness and
participation in arts, culture, sport,
recreation and education programs
and contributed to a dramatic increase in community participation in
environmental conservation activities.
The Geelong region is internationally
renowned for its vibrant, cohesive
community, exceptional physical environment and
vigorous economy.
Inner city living has been boosted by
major redevelopment within a 3 km
radius of Geelong Central.
With 85% of households having just 1 or 2 people, higher
density housing of over 20 lots
per hectare average has been
well accepted for service
and transport accessibility.
An increase in drought
tolerant vegetation in
the region’s parks,
gardens and
Page 13
Plan structure
Page 14
Planning to three horizons
Fifty years ago the Internet
and the telecommunications
revolution were beyond
imagination.
Balancing current reality
and future vision
We are living in a region (and world)
that we know will be transformed in
unanticipated ways within the timeframe
of this plan.
For the most part, this plan addresses
issues that are now evident and that
can reasonably be predicted to have
an impact on our region over the next
forty-five years. The plan responds to
these issues with directions, policies
and objectives that can practically
be adopted by all stakeholders in the
current political, business and social
environment.
However, the plan also aims to balance
the practical application of initiatives
and actions that can be implemented
now, with consideration of the more
speculative possibilities that may affect
the long term future of our region.
Third horizon objectives are somewhat
aspirational at this stage. They represent
long-term issues that may have a
significant impact on the future of our
region if we do not consider them in our
current planning.
September 2007
Horizon 1 – Up to 5 years
The first horizon typically involves near term issues and the external forces shaping the
community – like the economic composition of the region – are more or less fixed. The
challenge is to be as efficient as possible within these constraints, to keep costs down,
make existing infrastructure systems work as well as they can and maintain the health of
existing core priorities.
Horizon 2 – 5 to 20 years
In planning for the more distant ‘second horizon’, there is a greater opportunity to
influence current trends so as to reshape the economy, settlement patterns and
community structures at the margin. But the overall balance of priorities across the
region will still be strongly influenced by current patterns, simply because of the
influence of decades of historical investment. The planning challenge here is to improve
productivity from existing infrastructure and to ‘seed’ new forms of business. It is also
important to avoid cutting off infrastructure options that will support more dramatic
change in the region into the future.
Horizon 3 – beyond 20 years
The third horizon is sufficiently distant that the region need not think of itself as being
limited by current economic and population structures when visioning its preferred
future. Nevertheless, this preferred future will be influenced by the more fundamental
aspects of the region such as environmental quality and landscapes, skills, culture and
heritage.
Page 15
Direction 1:
Protect and enhance our environment
Challenges and Influences
CLIMATE CHANGE
“Global warming’s effect on Earth’s
climate is a bit like a finger on a light
switch. Nothing happens for a while
but, if you increase the pressure, at a
certain point a sudden change occurs,
and conditions flick from one state to
another” - Prof. Tim Flannery
Climate change is expected to cause an
increase in the number of days over 35ºC
and longer, more intense droughts.
higher if substantial rainfall decreases
accompany the warming. This may lead
to declines in animal production.
“Climate Change in the Corangamite
Region” describes the following impacts
for:
Research has shown that regional wheat
production is likely to be maintained
or increase unless the more extreme
rainfall decrease projections eventuate.
However, grain quality may decline.
Our Farms
The potential impacts of climate change
have been concerning environmentalists
for decades, but haven’t been widely
accepted. It is an issue with immediate
and long term impacts for all sectors of
our community and economy.
Warmer temperatures, changing
rainfall patterns, the fertilizing effect of
increased atmospheric carbon dioxide
levels, increased demand for water and
fewer frosts will impact on productivity
and the types of crops we grow.
The State Government’s “Victorian
Greenhouse Strategy Action Plan” and
“Climate Change in the Corangamite
Region” acknowledges that climate
change is happening; describes what this
may mean to the region (see summary
Table 1) and describes actions to prepare
for and address the problem.
Farmers may be faced with more weeds
and other invasive species as well as
changing domestic and international
markets.
Whilst climate change is a global issue,
actions must be taken at national, state,
regional and local levels to influence and
manage its impacts.
Small changes in average climate
conditions are expected to generate large
changes in extreme events.
Page 16
Dryland grazing (sheep, beef and
dairy) is the predominant agricultural
activity in the region, although there
is also broad acre cropping and some
horticulture. Both grazing and broad
acre cropping may benefit from higher
CO2 concentrations, but this will
likely be offset by the effect of higher
temperatures.
For high rainfall pastures, the risk of an
overall negative impact on production is
Warmer temperatures will also increase
the risk of heat stress in dairy cattle,
reducing milk production, unless
management measures such as shade
sheds and sprinklers are adopted.
Viticulture in the region may benefit with
higher temperatures likely to provide
opportunities for growing varieties better
adapted to warmer climates.
Our Water
Likely future rainfall reduction rates
will lead to less water for our dams and
catchments.
Run-off in the Barwon River and in
other rivers in the Otways is estimated
to decrease by between 7% and 24% by
2030 and between 12% and 51% by 2055.
Water demand can be expected to
increase as a result of increases in
temperature and evaporation.
Such changes are likely to increase
water stress, primarily in the more
heavily utilised Barwon and Moorabool
systems and will require best practice
water efficiency management in both
the surrounding rural areas and in the
Geelong area.
How climate change may affect
salinisation is not fully known, but drier
conditions may have a positive impact,
except on in-stream salinity which may
increase as river flows decrease.
Lower flows and higher temperatures
would also reduce water quality by
creating a more favourable environment
for microbes and algal blooms.
Decreases in run-off due to climate
change have the potential to contribute
further to the decline in wetland habitat
for birds and other wildlife.
Biodiversity
Less than 25% of the original vegetation
remains in the five bioregions of
Corangamite and most of this lies within
the Otway Ranges.
In the G21 region, 221 plant species
and 84 animal species are listed as
threatened.
The changes to the region’s climate will
have significant effects on biodiversity
including:
• Pathogens promoted by warm and
moist conditions will threaten forested
areas
• Many rare and threatened flora and
fauna species, as well as entire
ecological vegetation classes, have low
resilience due to fragmentation and
will have difficulty adapting to climate
change
• Pests and weeds thriving in highly
modified climates at the expense of
native vegetation, and
• Wetlands threatened by drying and
increased water salinity.
Our Forests
Forests are a significant asset of the
region and research has suggested that
temperate region forests in Australia
may increase in productivity with
higher temperatures and increased
concentrations of atmospheric carbon
dioxide. However, these benefits are
likely to be offset by decreased rainfall,
increased bushfires and changes in types
of pests.
Roughly a quarter of eucalypt species
have a tolerance band of 1°C average
temperature and 44% have a tolerance of
2°C. (Flannery)
Table 1. Anticipated climate change impacts in the G21 region.
Changing climate is likely to lead to
changes in tree and other species
composition, possible increased invasion
by weeds and changes to the habitat that
these areas provide for local flora and
fauna.
Temperature
Our Coasts
Rainfall
Climate change will impact on coastal
areas through sea level rise, increased
temperatures and changed storm events.
• Annual rainfall decreases likely (changes of +3 to -10% by 2030 and +10 to
-25% by 2070) in all seasons, and
• Extreme heavy rainfall events may become more intense.
Although the exact nature of impact is
difficult to predict, many natural systems,
including estuaries, coastal vegetation,
wetlands and reefs are likely to have
difficulty in adapting to climate change
and will become increasingly vulnerable.
Drought
Existing settlement and the trend
towards development in coastal areas,
as a result of population and economic
growth, is likely to lead to greater
community risk and insurance exposure
to current and future hazards.
Water resources and fire
Low lying wetlands are vulnerable to
increases in the frequency of flooding.
Winds, storms and sea level rise
• Annual warming of up to 1.4ºC by 2030 andup to 4.3ºC by 2070.
• Up to a 50% increase in the number of hot summer days (over 35ºC) by 2030
and up to 400% increase by 2070, and
• Up to 40% reduction in the number of frost days by 2030 and potentially no
frost days by 2070.
• Droughts are likely to become more frequent and longer, particularly in late
winter to early spring.
• Dry conditions that currently occur on average one in every five winter/springs
may increase to up to one in three years by 2030, and
• Due to hotter conditions, droughts are also likely to be become more intense.
• Increased evaporation rates.
• Drier soil likely, even if precipitation increases.
• Decreased average run-off in streams, and
• Hotter, drier conditions likely to increase bushfire risk.
• Winds are likely to intensify in coastal regions of Victoria, particularly in
winter as a result of more intense low pressure systems. Low pressure
systems off the east coast of Australia may become more frequent, and
• Sea level rise of up to 55cm by 2070 and 84cm by 2090.
Source: CSIRO data presented at www.greenhouse.vic.gov.au
September 2007
Page 17
Direction 1:
Challenges and Influences (continued)
Our Communities
Heatwaves are likely to increase in
frequency, intensity and duration in the
region. These increases may amplify the
risk of heat-related health problems,
especially in the very old, the very young
and those with chronic lung problems
such as asthma.
Warmer temperatures may also
contribute to the spread of diseases,
including vector-borne and food-borne
infections.
Changes in average climate will affect
all building design and performance,
including structural standards, cooling
and heating demand and drainage.
Likely increases in the intensity of the
heaviest rainfall events would lead to
increased flash flooding and in low-lying
coastal areas there will be increased risk
of storm surge inundation. Increased
coastal erosion rates will also threaten
infrastructure on the coast.
The need for increased cooling in
summer is also likely to increase peak
energy demand; although energy demand
for winter heating is likely to fall.
The risk of loss through bushfire is
also likely to increase. Insurance risk
assessments and premiums are likely to
be affected.
WATER RESOURCES
The existing yield of the Barwon/
Moorabool system, including
groundwater, is 43,000 megalitres/year
(based on a 95% reliable supply i.e.
restrictions imposed 5% of the time).
The current (unrestricted) demand for
water in the G21 region is about 37,000
megalitres/year.
By 2015, due to a reduction in available
water and an increase in demand
(consistent with conditions over the last
10 years), it is estimated that the region
will need to find 10,000 megalitres/year
from other water supply options.
By 2055 this amount will have increased
to 29,000 megalitres/year (based on the
assumption of low inflow conditions,
which is equivalent to medium to high
climate change impacts).
The implications of meeting water
sustainability objectives will affect the
viability of water-reliant industry and
urban development as well as the life of
lakes, rivers and streams.
Table 2. Increased potential for extreme weather and biological implications in the G21 region by 2050.
Schematic showing the effect on extreme temperatures when: (a) the mean temperature increases, (b) the variance increases, and (c) when both the mean and variance increase for a normal distribution of temperature. (Source: Intergovernmental Panel on Climate Change www.grida.no/climate/ipcc_tar/wg1/088.htm)
Page 18
PRESERVATION OF COASTAL
AND RURAL AREAS
The coastal and rural areas of the
G21 region are the focus of extreme
development pressures and tourism
use. Without innovative and appropriate
management of indigenous vegetation,
waterways and rural and coastal spaces,
anticipated urban development may lead
to further reduction of biodiversity values,
agricultural land productivity, water
supply and the quality and lifestyle appeal
of the region.
Program MANAGEMENT
Conservation of the environment is the
focus of many strategies, programs,
initiatives and projects. However, there
is limited strategic coordination of these
local, national and global initiatives.
The opportunity exists to improve the
efficiency, reach and effectiveness
of environmental initiatives through
increased collaboration, coordination
and integration of programs from local,
national and international government
and non-government organisations
together with private industry.
September 2007
WASTE MANAGEMENT
It is estimated that the combination of
population growth and increased trade
will cause a 50% increase in waste flow
volumes entering the Geelong sewerage
system in the next 40 years.
Over the same timeframe, the volume
of waste destined for landfill is also
expected to increase in line with
population growth.
The third horizon:
By 2050 the G21 region will have reduced CO2 emissions by 70% by using locally
generated renewable energy. The region will be a world leader in climate change
minimisation, impact management and water supply sustainability.
imperative:
We must bring together government, statutory authorities, community and business
people in a deliberate and organised way to agree on and resolve the region’s biggest
environmental challenges including climate change, water supply and the health of
our ecosystems.
The opportunity exists to develop
innovative waste management measures
that will not only address waste disposal
issues, but also contribute to a reduction
in the use of non-renewable energy
resources.
SUMMARY OF Policies
More information
Policy 1.2:
Barwon Regional Waste Management Group
Barwon Water - Water Resource Development Plan 2003
– Regional Waste Survey 2004-2005
Flannery, T., We are the Weather Makers 2006
G21 Energy from Waste Project Report
G21 Geelong Region Plan
– Report 1 [Regional Context] 2006
– Report 2 [Influences and Challenges] 2006
Victorian Government
- Understanding Climate Change
www.greenhouse.vic.gov.au
- Greenhouse strategy Action Plan Update 2005
Victorian Government Sustainable Water Strategy
– Central Region, Action to 2055 (2006)
Victoria’s Towards Zero Waste Material Efficiency
Strategy
Policy 1.1:
Respond to the challenge of climate change
Use our water resources more efficiently
Policy 1.3:
Maintain and restore our natural assets
Policy 1.4:
Reduce our everyday environmental impacts
Policy 1.5:
Demonstrate environmental leadership
Page 19
Policy 1.1 Respond to the challenge of climate change
In 2002 Victoria’s per capita greenhouse
gas emissions were 24.7 tonnes and
Australia’s per capita emissions were
28.2 tonnes. This is higher than any other
developed country, including the USA.
Despite conservation campaigns, this is
expected to increase significantly as the
population increases.
Transport
The G21 region is particularly dependent
upon the car, with a large number of
people travelling to other parts of the
region or Melbourne for work. Public
transport usage rate within the region is
below the State average at about 1%.
As our population increases and ages,
dependence on the car may become
unaffordable for many. The DSE
statistical analysis unit made predictions
in the last 2 years that climate change
will contribute significantly to the level
of disadvantage experienced in rural and
remote communities in particular.
The anticipated increase in costs of
fuels (transport, heating etc), water and
primary production costs, will hit hardest
the low-income households, farmers and
communities reliant on industries that
provide agri-support services.
Public transport alternatives must
be developed in anticipation of higher
Page 20
demand for access to services within the
region over the next few decades.
Energy supply and demand
Energy conservation must continue
to emerge as a regional priority.
Conservation initiatives for residents,
students, business and industry as well
as innovation in environmental (starrated) design should be supported
and are encouraged by all levels of
government.
The region includes a number of
industries that generate high levels of
CO2 emissions and other pollutants.
These industries should be supported in
their efforts to significantly and urgently
reduce their environmental impacts.
Decisive action taken now will assist
industry and the region as a whole in
managing future (inevitable) carbon
trading requirements.
The region has a number of natural
features that could be used to lessen
our dependence (and expenditure) on
non-renewable external energy sources,
including excellent circumstances for
generation of solar and wind power and a
tidal corridor of international repute (the
entrance to Port Phillip Bay - the Rip).
The proposed Mt Gellibrand Wind Energy
Facility is an example of renewable
energy generation in the region.
There is also potential for local
ownership in wind energy facilities.
Commercial facilities in the region
currently do not reduce the region’s
emissions by more than the State
average, so the region would bear any
impost in the event of a carbon trading
economy. Increasing the opportunities
for commercial and private renewable
energy generation could prove invaluable
for the future of our region in both
environmental and economic terms.
Increasing fossil fuel consumption will
mean an increasing negative contribution
by the region to greenhouse gases
and other atmospheric pollution. The
anticipated increase in population should
increase the region’s resolve to have
a positive impact on this regional and
global issue.
Success will require the collaboration of
Local, State and Federal Government,
statutory authorities, industry, private
sector and residents.
The region has made purposeful steps
towards innovative energy provision
including:
• Bio fuel development – Recent
announcement of a major biofuel
production facility to be built in the
region and a plan to provide bio fuelled
vehicles along with strategically
located bowsers for use in the region,
and
• Biosolids - A proposed public private
partnership led by Barwon Water to
manage and reuse bio solid waste. The
action will result in infrastructure and
processes being established to convert
bio solid waste into a usable resource.
Infrastructure and planning
Climate change is predicted to increase
pressure on coastal areas and issues
such as cliff stability at Clifton Springs,
beach re-nourishment along the
Bellarine Peninsula, Surf Coast and
Great Ocean Road and potential damage
to infrastructure including buildings and
bridges.
Critical thresholds must be established
to determine any requirement (and
associated costs) for protection methods
such as holding structures and sea
walls, artificial beach nourishment,
development setbacks, rolling easements
and sewerage system corrections.
Waste management
Higher than average population growth
will generate more waste, which could be
converted to energy. A successful model
for innovative energy generation could
become an important (and lucrative)
component of a refocused regional
Regional Objectives
Horizon 1 (up to 5 years):
economy and contribute to a positive
environmental image for the region.
The G21 Energy from Waste Project
Report (2006) is a framework that
provides a regional strategic view of
topics for further development through
normal planning processes. Key recommendations from the report are to:
• Explore and encourage increased
use of alternative fuels by various
industries
• Investigate further development of
energy recovery programs from biosolids, food processing, poultry and
piggery industries
• Investigate the potential for Energy
from Waste Facilities in the G21 region
• Support energy recovery initiatives by
industry, and
• Develop a communications strategy
to educate and inform the public
of the benefits of new technology
energy generation from waste
options including anaerobic digestion,
incineration, pyrolysis and gasification
– all of which are designed to have a
minimum impact on the surrounding
environment, whilst delivering
maximum results in converting waste
material into energy.
September 2007
Biological research
Specific research must be undertaken
to determine the potential regional
implications of predicted biodiversity
loss, ecosystem collapses, increasing
prevalence and transfer of viruses
and pests on the sustainable future of
the economy, environment and health
services of the Geelong Region.
Deakin University is undertaking
significant research into the sustainable
use of natural resources including
landscape ecology and conservation
of biodiversity. Also included in
this research are the effects and
mitigation of salinisation, erosion,
sedimentation, and vegetation loss
and economic alternatives for regional
primary industries and land suitability
assessment.
1.1.1: Research, assess and publish the climate change profile and
vulnerabilities of the region including the full social, environmental and
economic impacts.
1.1.2 Establish collaborative mechanisms to identify and implement projects
and actions that address climate change throughout the region.
Horizon 2 (5 to 20 years):
1.1.3: Implement innovative, best practice initiatives that respond to the
challenge of climate change and position the region as a leader in
climate change practices, behaviours and technologies.
Horizon 3 (beyond 20 years):
1.1.4: Reduce the region’s CO2 emissions by 70% by 2050 using 2008 as the
base year.
More information
Barwon Water
- Water Resource Development Plan 2003
CSIRO Tourism Research, Impact of Sea-level Rise and
Storm Surges on Coastal Resorts 2000
Melbourne University, School of Earth Sciences: CSIRO
Atmospheric Research, Sea Level Rise Projections and
Planning in Australia 2002
– Central Region, Action to 2055 (2006)
Monitoring our progress - energy supply, demand and use
We will monitor energy demand and use of renewable energy and CO2 (equivalent)
emissions for residential, agricultural, commercial and industrial purposes by using
indexes available from the Department of Sustainability and Environment, G21 Region
Demographic Profile and Forecast and Sustainability Victoria.
We will also seek new methods of monitoring the region’s climate change profile and
vulnerabilities.
Page 21
Policy 1.2 Use our water resources more efficiently
According to the Central Region
Sustainable Water Strategy, the main
pressures on the G21 region’s water
resources in the next 50 years will be:
• Population growth
• Climate changes (CSIRO forecast that
streamflow in the region could be
reduced by 6% to 63% by 2055)
• Economic development from water
reliant industries, and
• Land use changes and events (such as
revegetation, small catchment dams,
bushfires).
Table 3.
Proactive actions such as achieving
per capita reductions in total water use
of 25% by 2015 and 30% by 2020 are
included in this strategy. Achieving these
outcomes will require strong community
support.
The Barwon and Moorabool rivers,
which supply most of Geelong’s water,
have little or no spare capacity to supply
future growth in the region.
By 2070, CSIRO forecasts a rise in
average national temperature of up to
6°C and a drop in rainfall of up to 35% in
some parts of the continent.
In its White Paper – Our Water Our
Future – the Victorian Government
has challenged water authorities to
protect the environment while meeting
population growth with limited water
resources. The White Paper requires
urban water authorities to operate in a
sustainable manner, balancing the needs
of the environment with the needs of
water consumers.
Locally, Barwon Water is finalising its
updated Water Supply Demand Strategy
(WSDS), which provides details on supply
and demand forecasts for all water
supply systems in the G21 region and
presents a strategy to achieve a supplydemand balance for each. This balance
is achieved by a combination of water
conservation and additional supply
options including:
The 2006 Central Region Sustainable
Water Strategy (CRSWS) presents
additional water resource and
conservation options available to
increase the sustainability of the central
region of Victoria’s water supply systems,
including surface water, groundwater
and recycled water options.
• Conservation and efficiency
(through greater efficiency by home,
commercial and industrial users and
maintenance of existing water saving
measures)
• Alternative supply (including
substituting potable water with
recycled water at the Shell refinery,
recovery of recycled water from
water reclamation plants throughout
the region and Melbourne Water’s
Western Treatment Plant)
• Interconnection (to Geelong from the
Melbourne water system, including
a planned desalination pipeline and
groundwater from the Newlingrook
aquifier), and
• Augmentation (of Barwon Downs
groundwater supplies and
reinstatement of the Dewing Creek
diversion. Progressing the initiatives
Page 22
accessing groundwater at the
Anglesea Borefield and seawater
desalination)
Further innovation in water storage
treatment and reuse needs to be
investigated. Sustainable options must
be implemented.
Local Government has a leading role
in introducing requirements for water
efficient urban design into planning
schemes. The potential for alternate
water to be provided in all new homes
and urban residential subdivisions,
the use of recycled water and the
encouragement of on-site retention for
sporting grounds are current examples
of such initiatives.
Sustainability objectives need to be
achieved in order to preserve the viability
of water-reliant industry, support urban
development and the life of our lakes,
rivers and streams.
• Water in the Barwon and Moorabool
River systems are fully and over
allocated respectively and, in
accordance with the CRSWS, water
will need to be returned to these river
systems as entitlements over time.
• Otway Coast systems are still within
sustainable limits but they are
generally in sensitive environmental
areas, so any additional supplies
will need to be “negotiated” with the
environment, and
• Increased supply from the Gellibrand
River is not a preferred option in the
CRSWS.
Sustainable Agriculture
In addition to the challenges the region
faces with regard to water supply for
our larger towns and cities, there are
significant challenges in meeting the
water needs of our rural water users.
Of particular importance is the need
to ensure equitable allocation and
management of the limited water
resources within our rivers and creeks
between irrigation, stock and domestic
and the environment.
Rural water use must be managed
to ensure that the collection and
distribution of water is undertaken in
the most efficient manner. As we face
the challenge of climate change and
the subsequent reduction in catchment
runoff, the inefficiency of small farm
dams must be considered.
Climate change is predicted to result
in a significant reduction in rainfall
and runoff. In times of drought and
extended summer periods rural users
will need to find alternative approaches
to water capture and management to
ensure evaporative losses are minimised
through greater use of water tanks for
stock and fire protection measures.
Availability of water is a key issue
affecting the sustainability of agriculture
in the G21 region. Sustainable
agriculture is discussed further in
Direction 4: Refocus our Economy.
Clearly, farm dams are a legitimate
form of water storage for large farms.
However, in the case of peri urban
developments the use of water tanks
and trough systems may well be a more
efficient means of collecting water.
Sustainable irrigation systems should
also be encouraged within the region,
ensuring that best practice is employed
to encourage the water market to move
efficient water use to the highest priority.
September 2007
Page 23
Policy 1.2 Use our water resources more efficiently (continued)
Alternative water supplies
More emphasis must be placed on finding
alternative water sources that have little
or no effect on environmental flows. In
addition to the recommendations of the
CRSWS, State Government and water
authorities will need to make significant
infrastructure investments to ensure
existing water retention infrastructure is
enhanced where possible. So too with the
construction of any new infrastructure
that will be required to meet the needs
of the population growth and predicted
climate change implications.
A key project identified in the Strategies
is the Geelong-Melbourne pipeline.
Construction of the 50-kilometre pipeline
is scheduled to begin in 2010 and be
completed in 2011. The pipeline will
supply up to 16,000 megalitres (16 billion
litres) of water each year, about half the
volume of water used in the region.
Page 24
The interconnection will allow the
Geelong region to share in the water
made available from the irrigation
infrastructure improvements in Northern
Victoria which will be delivered to
Melbourne by the proposed north-south
pipeline as well as new potable water
created by a seawater desalination plant
proposed in the Wonthaggi region.
The interconnection and other new
water resource options planned by
Barwon Water (such as the Anglesea
Borefield which is expected to yield up
to 7,000 ML per year) along with water
conservation and efficiency gains provide
water security against the effects of
climate change and growth in our region
as well as providing for environmental
improvements. Implementation of these
additional water supply measures will
be influenced by factors including cost,
technical certainty and community
support.
Considering the weight of each cubic
metre of water, new ways of generating
the huge amounts of energy required to
pump water from source to user must
be considered in order to minimise both
carbon emissions and costs.
In addition to future water supply
augmentation, conservation and
efficiency measures are required. It is
imperative that early successes from
community and industrial conservation
campaigns at both local and state
levels are built upon. Industry initiatives
for potable water substitution and
conservation must be supported.
More information
Barwon Water
- Water Resource Development Plan 2007
– Central Region, Action to 2055 (2006), pp. 75-80
The Barwon Water strategies for the
processing and management of the
region’s water and sewerage systems
must be fully supported. State and local
government planning initiatives require
water management strategies to be
implemented.
Regional Objectives
1.2.1: Adopt innovative water management strategies and initiatives that
provide immediate and positive water management outcomes and
follow the hierarchy of:
- protecting and improving the health of rivers and aquifers
- conserving and recycling existing water supplies
- interconnecting supply systems
- using alternative water sources, and
- augmenting current supply systems. 1.2.2: Work collaboratively with government, statutory authorities, industry
and the community to minimise water use and water losses, develop
needs based infrastructure and achieve water consumption targets.
1.2.3: Implement water sensitive urban development, management systems
and technologies to minimise the impact of population growth on water
resources.
1.2.4: Achieve per capita reductions in total residential, commercial and
industrial water use of 25% by 2015 and 30% by 2020.
1.2.5: Achieve a significant improvement in the health of the region’s rivers
and aquifers.
Monitoring our progress - water supply and demand:
We will monitor water supply and demand for residential, agricultural, commercial,
industrial and environmental flow requirements using indexes available from Barwon
Water, Corangamite Catchment Management Authority, Department of Sustainability
and Environment, G21 Region Demographic Profile and Forecast.
September 2007
Page 25
Policy 1.3 Maintain and restore our natural assets
The goal posts as to what is needed
in terms of maintaining (let alone
restoring) the environment have
changed. The scale and anticipated
severity of the impacts of climate
change make it a critical component of
all other environmental issues.
The Coast
The coast line is the focus of
development pressures and tourism
use and includes the most fragile and
vulnerable ecosystems in the G21 region.
Climate change implications outlined
in Policy 1.1 such as temperature
change, sea level rise, increasing
extreme weather events and potential
biological effects could have devestating
consequences for the coastal areas
of our region. Minimising the impact
of climate change, by reducing
greenhouse gas emissions and planning
for anticipated outcomes is an urgent
priority for coastal preservation.
Over the past decade or so coastal
towns have experienced unprecedented
demand for residential development.
Land prices are rapidly increasing,
vacant lots are being developed, medium
density housing is becoming prevalent
and new subdivision is occurring where
towns are able to grow.
Page 26
Traffic to coastal towns during busy
weekends and peak holiday times is
becoming extreme. The beaches of the
G21 region are amongst the best in
the state and their popularity will only
increase as Melbourne and the state’s
population continue to grow and as
access to the coast gets better through
improvements to the Princes Highway
and the Geelong By-Pass.
Increased residential and tourism
pressure places additional demands
on the coast itself – not only more
development, but more pedestrian traffic,
use of reserves, etc.
Regional policies must be established to
unify management approaches, protect
coastal values, preserve land in private
ownership and desire for contiguous
public access along the coast.
Rural and Hinterland Areas
More than 80% of the indigenous
vegetation is threatened in three of
the five bioregions in the G21 region.
The Victorian Volcanic Plains has only
3.6% of its total area under indigenous
vegetation. The Otway Plains has
about 30% of its area under indigenous
vegetation, although around half of this is
under threat.
Approximately half of the remaining
indigenous vegetation in the region
is on private land or along roadsides,
streams or disused rail lines. Some 70%
of this vegetation is rare, endangered or
vulnerable.
vegetation has resulted in widespread
erosion and sedimentation problems in
waterways producing siltation, nutrient
enrichment and a number of outbreaks
of algal blooms.
Geelong region specific investigations
must be undertaken to ascertain
the potential impact of temperature
increases to 2050, including the
simultaneous impacts of anticipated
decrease in rainfall and increase in
temperature and incidence of drought
and fire in the region.
The interception of water by catchment
and farm dams prior to it reaching rivers
and aquifers has a further cumulative
negative impact on the environmental
health of waterways, wetlands, riparian
zones and floodplains.
The ever-increasing urban fringe
provides another challenge to rural
areas.
Waterways
The Barwon and Moorabool River
systems are the most flow stressed river
systems in the region and the Moorabool
River is one of the most stressed rivers
in Victoria. Degradation is widespread,
with removal of streamside vegetation,
bed and bank erosion, obstructions
to fish passage and extensive woody
weed invasion, particularly willows and
blackberry.
Surface water resources are also
degraded throughout the region with
elevated levels of salinity, nutrients and
turbidity. Extensive clearing of indigenous
Urbanisation has generated high levels
of nutrients and toxins particularly from
stormwater systems.
Biodiversity
Climate change is likely to be the
greatest threat to biodiversity. Higher
maximum temperatures and more hot
days are likely to increase heat stress in
livestock and wildlife, increase the risk
of damage to a number of crops and
extend the range and activity of some
pest and disease vectors. Drier summers
will decrease crop yields along with
water resource quantity and quality and
increase the risk of bushfire.
The survival of existing biodiversity
(against climate change) is greatly
increased, if ability to migrate exists.
Efforts to extend localised habitat is likely
to offer far less protection for biodiversity
Regional Objectives
than comparable effort expended on
habitat linkages.
Past land-clearing practices and
unrestricted timber harvesting of
remnant vegetation on private land
have created ongoing problems for
the region’s remaining indigenous
vegetation.
Dieback caused by salinity, salt laden
wind and high wind exposure are
common results when indigenous
vegetation is removed. Less desirable
plants and weeds can then colonise the
area, particularly when traditional farms
are lost to urban fringe farms (which are
often run with limited farming expertise
and experience).
Pest plants (weeds) have already reduced
agricultural land productivity in many
parts of the region and are a major
threat to the flora and fauna values that
characterise and support our region.
Ongoing management of indigenous
vegetation, waterways, rural and
coastal spaces and urban development
must lead to continuing reduction of
biodiversity risk through habitat linkages,
agricultural land productivity and
improved water supply and quality.
The Corangamite Catchment
Management Authority provides strategic
policy for the sustainable management
September 2007
of G21 region natural resources. Other
agencies and organisations with a key
role to play for resource management
within the G21 include: DSE, EPA,
Barwon Water Authority, Southern Rural
Water and DPI.
More information
Central West Regional Coastal Action Plan
– Corangamite Regional Catchment Strategy 2005
– Corangamite Indigenous Vegetation Study 2006
– Landcare Support Strategy 2005
Corangamite Catchment Management Authority
– Corangamite Regional Catchment Strategy 2005
– Corangamite Indigenous Vegetation Study 2006
– Landcare Support Strategy 2005
Department of Sustainability and Environment
- Port Phillip Bay (Western Shoreline) 2003
- Bellarine Peninsula Ramsar Site Strategic
Flannery, T., We are the Weather Makers 2006G21
Geelong Region Plan
Global Business Network
- Impacts of Climate Change 2007
1.3.1: Make immediate, net positive gains and improvements to the functions
and condition of the region’s natural assets, biodiversity and ecological
processes.
1.3.2 Investigate, understand and respond to the potential impacts of
expected temperature and ocean level increases and decreased rainfall
on the region’s environment and natural functions.
1.3.3: Minimise the impact of human settlement on the environment and
protect significant landscapes and natural assets including the natural
functions of the region’s waterways, wetlands, riparian areas and
floodplains.
1.3.4: Pass on the region’s natural assets to future generations in an equal or
better condition.
Monitoring our progress - Environmental qualities:
We will monitor changes in our air quality, water quality, river and coastal
environment health, biodiversity and salinity using indexes available from
Corangamite Catchment Management Authority, Department of Sustainability and
Environment, Environment Protection Authority, G21 Region State of the Environment
Reports.
Page 27
Policy 1.4 Reduce our everyday environmental impacts
Renewable energy
Table 4.
The region’s recorded reuse and
recycling has increased by about 500
percent in the past four years. Kerbside
waste produced by each household in the
region fell by 17% in the last three years.
Programs encouraging further reuse and
recycling practices must continue this
excellent work.
As detailed in Policy 1.1, the region’s
dependence on non-renewable energy for
industrial, residential and transportation
purposes must be addressed not only
for environmental reasons, but also for
social and economic reasons.
While the region has made some
purposeful steps towards innovative
energy provision, many opportunities
are yet to be fully explored. Dependence
on the fossil fuel driven car for 99%
of all trips within the region must be
reduced through the development of
accessible public transport options and
alternative fuels for vehicles. Solar,
wind, geothermal, tidal, biofuel and
waste power generation options require
increased regionally specific research,
development and support.
Success will require the collaboration
of local, State and Federal Government,
statutory authorities, industry, private
sector and residents.
Stakeholder engagement should be
increased through communications
that convey the benefits of transition
to renewable energy, including the
strengthening of the region’s economic
position in a future carbon trading
economy and minimisation of climate
change impacts.
Page 28
Minimise waste
Table 5.
Despite the improvements in recycling
and reuse, the amount of waste going
into landfill still increased over the same
timeframe. The anticipated population
increase will continue to intensify this
problem if present trends continue.
Although household recycling efforts
have been strong, a major improvement
is required by the building and
demolition, commercial and industrial
sectors whose waste accounted for
79.8% of total landfill in 2006.
A large percentage of the G21 region’s
waste is currently deposited in the Corio
Landfill site. The site is due to close in
2010 and an alternative site will need to
be identified to service the region.
The region currently generates 716kg of
rubbish per household per year. With a
regional population that is predicted to
increase by 134,000 by 2050, this kind
of waste generation could require a
significant increase in landfill sites, using
valuable land and contributing unwanted
odour and greenhouse gases. The region
recycled 220,732 tonnes of waste in 2005,
whilst 395,170 tonnes was not recycled.
Landfill sites generate significant
amounts of methane gas, which is 21
times more damaging to the ozone layer
than carbon dioxide.
The Barwon Region Waste Management
Group (BRWMG) is responsible for solid
waste management planning in the
region and will streamline regional waste
management operations. Innovation in
establishing energy from waste facilities
will require the co-operation of public
and private organisations.
The community will need to be better
informed in order to support these
innovative measures. Particular
consideration should be given to
developing appropriate strategies
for communicating information to
disadvantaged communities where
literacy is typically low and usual forms
of print and ICT media are not accessed.
Deakin University is undertaking major
research into alternative waste disposal
and management strategies, approaches
to greenhouse mitigation and water
management and re-use
Support should be given to initiatives
that explore ways in which energy saving
Regional Objectives
1.4.1: Ensure the region remains in the national top quartile of performance
in waste minimization, reuse and recycling.
Table 6.
designs/retrofits can be applied to
properties of low income families in
order to minimise energy use and costs.
1.4.2 Increase reuse and recycling programs for residents and visitors and, in
particular, the commercial and industrial sectors as major contributors
to total landfill (79.8% in 2006).
More information
Barwon Regional Waste Management Group
– Regional Waste Survey 2004-2005
Strategy
1.4.3 Increase support for the development and use of renewable energy.
Data Source:
Barwon Region Waste Management Group, 2005
1.4.4: Use innovative waste and energy systems and technologies to position
the region as a leader in resource management performance.
Table 7.
1.4.5:Become a zero-waste region by 2050 where all products are routinely
reused or their materials recycled at the end of their useful life
Monitoring our progress - waste by type and volume:
We will monitor our residential, commercial, agricultural and industrial waste by
type and volume using indexes available from Barwon Region Waste Management
Group, the Department of Sustainability and Environment and the Environmental
Protection Agency.
September 2007
Page 29
Policy 1.5 Demonstrate environmental leadership
consultation forum participants
consistently identified preservation of the
natural environment as one of the most
important priorities for the future of the
G21 region.
Act locally
The moral imperative for environmental
leadership in response to climate change
lies with developed and prospering
nations like Australia and its developed
and prospering regions, like the G21
region.
Local environmental leadership will
not only address some of the region’s
immediate environmental challenges but
may also play an important role in global
response to climate change.
While it is true that the severity of the
impacts of climate change are dependent
upon a global response of which our
region’s efforts constitute a tiny fraction,
our action will increase pressure on
others to act. Conversely, our inaction
may provide justification for the inaction
of other more significant contributors to
global warming.
Page 30
Acknowledge the issues
The Geelong region includes a number of
industries that have an adverse impact
on our natural environment. Honest
assessment of the current practices
and environmental impacts of these
industries, regardless of their profitability
and employment value, is fundamental to
supporting their transition to sustainable
practices.
Research, targets and
measures
Environmental monitoring is recorded
in different ways around the region,
by a range of organisations. This
makes it difficult to get an accurate
and up-to-date picture of the state of
the environment. In some cases, the
information is not collected or readily
available.
• Establish environmental benchmarks
for the region and continually monitor
them in order to assess our move
towards sustainability
• Determine the per capita ecological
footprint of the region compared to
other national and international cities
and monitor and report how this
changes over time, and
• Initiate a sustainability audit
program that can be used to identify
opportunities for existing sectors of
the economy, or existing individual
operations or premises, to achieve
more sustainable outcomes.
Further investigation is required to
ascertain environmental effects and
influences across a range of interest
areas including child development,
ageing population health, disadvantaged
communities, tourism, agriculture and
aquaculture.
It is a constant challenge to raise the
awareness of the community and
decision makers to the state of the
environment where ‘evidence’ is not
available.
There is a need to:
Collaboration
Internationally there are increasing
examples of where governments are
now legislating to address specific
issues associated with environmental
safeguards across a range of interest
areas. The G21 region should be
aware of such legislative initiatives
and, where appropriate, consider the
adoption of such initiatives as well as
the contribution of original solutions for
global interpretation.
• Establish protocols between levels
of government for the funding of
environmental management and
enhancement programs
Environmental issues are addressed by
a wide range of organisations, people
and projects around the region. There
is potential to increase coordination
and raise the profile, investment and
outcomes, of environmental programs
and resources in the region and with
government.
• Prepare guidelines for applying a
triple bottom line decision making
approach for different sectors of the
economy, focusing on those sectors
that have the potential to make the
biggest contribution to sustainability
Environmental protection organisations
and authorities operating at state,
national and global levels often run their
programs independently from regional
objectives, which can result in duplication
Regional Objectives
or lack of coordination of environmental
initiatives in the region.
By working collaboratively within a
regional sustainability framework, the
following principles could be pursued
and embraced:
• Building a shared understanding
• Establishing shared local goals and
priorities
• Pursuing alignment and cooperation
in project and service delivery
• Developing long term strategic
resource allocation and funding, and
• Improving procedures for regular,
effective evaluation and review.
Effective delivery of environmental
initiatives is vital in maintaining and
restoring the environment. Damage
and losses incurred now will be
increasingly difficult and costly, if not
impossible, to reverse. Continued public
support is critical to the success of all
environmental protection initiatives.
September 2007
Communication
The road to environmental sustainability
can appear inhospitable and impossibly
long. It is important to balance accurate
information with examples of progress.
1.5.1: Act locally to establish and promote the region as a leader in
environmental management, research, conservation, protection,
enhancement and technologies.
1.5.2 Base regional planning and decision making on the best available
research including Regional State of Environment Reporting.
Calls to action must be relevant to our
region, practical, logical and ultimately
achievable.
Recognition
Environmental leadership will involve
compromise, sacrifice, innovation and
transformation for many organisations of
the Geelong region. The most important
environmental gains may come at a
temporary or permanent economic cost.
Appropriate recognition and support
for environmental gains should be
developed to enhance the reputation and
resolve of such responsible and visionary
organisations.
1.5.3:Harness the will, policy and resources of the public and private sector
to provide regional environmental leadership.
1.5.4 To be renowned as a leader in environmental research, conservation,
innovation, management, restoration and technologies with practices
that have been successfully implemented across the region and in
various locations around the world.
More information
Paramount Pictures 2006, An Inconvenient Truth
The Stern Review on the Economics of Climate Change
2006
Strategy
Monitoring our progress - Environmental leadership:
We will monitor success in environmental leadership through setting and acheiving
agreed regional environmental targets.
Page 31
Direction 2:
Create sustainable settlements
POPULATION change
The G21 region has the largest
population of all non-metropolitan
regions in Victoria. The current
population of around 270,000 people is
expected to increase to at least 400,000
people by 2051.
The average age of the regional
population is higher than State and
national averages and each year the
proportion of the population over 60
years of age is rising. Simultaneously,
the number of people per household is
falling, indicating that there will be more
1-2 person households in the region than
in other parts of Victoria.
Table 8.
This ageing population will require
increasing access to health and support
services, in a region that currently relies
heavily on car trips for local travel. The
growth in the numbers of frail aged
people who will want to stay in their
own homes for as long as is practicable,
presents significant challenges for urban
planning. The supply of appropriate
housing close to activity centres will be
vital.
The impact of this human settlement
on the environment, the corresponding
anticipated increase in consumption
of natural resources and the potential
impacts of climate change are critical
components of planning for sustainable
settlements in the G21 region.
DEMOCRATIC PLANNING
PROCESSES AND CHOICES
There is a region-wide community
‘tension’ between the desire for
sustainable land use and the potential
to increase housing densities and infill
levels.
The information, policies and objectives
contained in this direction present a
regional view of land use challenges
and opportunities. They are intended to
add value to the choices and democratic
decision making processes of Councils
and their communities. How they are
used and interpreted by each G21 Council
or planning authority is at their discretion
and may vary from place to place.
Council land use planning is expressed
through Planning Schemes and Structure
Plans that comprise both local and state
policies based on legislation and include
extensive technical and community
consultation processes.
It is anticipated that Councils will use
the information in this Plan to stimulate
debate about the wider and longer term
challenges and opportunities of Planning
Schemes and Structure Plans.
GREAT PLACES TO LIVE
People value and seek out cities,
towns, neighborhoods and regions that
are great places to live. These places
provide amenity, services, infrastructure,
networks and community connections as
well as inviting environmental features
and robust economies. The role and value
of vibrant city and town centres across
the G21 region cannot be overstated.
The primacy of Central Geelong
is of vital importance to the whole
region as a major centre for health,
education, transport, arts, culture,
events, entertainment and a wide range
of services that cannot be accessed
anywhere else in the region. The health
of the city of Geelong impacts on the
health of the entire region.
Colac and regional towns such as
Torquay, Drysdale, Ocean Grove and
Bannockburn will continue to grow as
major service and community hubs.
Although the potential for growth in
areas such as Queenscliff is limited
due to geographic considerations, such
locations provide a much needed contrast
to larger settlements and provide world
class tourist destinations that show-case
the environmental and the historical
assets of the region.
Residents and businesses are attracted
to the G21 region because it offers
lifestyle options, attractive environment
and choices of locations for living and
working – city, coast or country - all
within easy access of Melbourne.
These attributes and choices must be
retained and enhanced in order for the
region to remain attractive to current and
potential residents and businesses.
People have any number of options about
where they might live and work in the
world. Regions that prosper offer the
choices that mobile knowledge workers
value and seek out. We must ensure
adequate provision of jobs for local
population growth.
However, while business and
employment opportunities are known
drivers (or obstacles) to current
migration patterns, community spaces
and places that facilitate and encourage
lifelong learning together with intergenerational and cultural experiences,
will become increasingly important as
the population diversifies and ages.
September 2007
AVAILABILITY OF LAND
With a current regional population of
270,000 and the potential to grow to
between 400,000 and 500,000 by 2051,
future land requirements for residential
settlement could be higher than 7,500
hectares.
With identified available residential
land in the region of 6,300 hectares
(including the major Armstrong Creek
Development) the importance of urban
consolidation in reducing the amount of
greenfield land required to accommodate
future population growth is critical.
Land availability and affordability is an
inter-related system of supply, demand
and health of the economy. Land must
be attractive, meet market needs,
be competitively priced and people
must have the resources to purchase
property. Appropriately zoned, situated
and serviced industrial land is vital to
supporting industry and employment.
Vacant industrial land is recorded in
Victorian Government plans as 874
ha, with a 33% vacancy rate, which is
sufficient to meet demand for 25 years.
However, when buffers are taken into
account, this reduces to only 332 ha and
a 13% vacancy rate.
Economic development and real
estate enquiries show unmet demand
for industrial lots of less than 5 ha.
Demand appears to be for high amenity,
“technology park” type industrial land
that is well serviced and close to major
transport systems. This raises questions
about the suitability and location of
currently available industrial land.
Economic and social aims will be
compromised if there is not sufficient
land available to accommodate new
industry and jobs in the region.
USE OF LAND
57,000 new dwellings will be required
in the region to accommodate an
additional 130,000 people by 2050. A
rapidly changing demographic will see
a significant ageing of the population
and downward trends in the number of
persons per household. By 2050, 85%
of dwellings will house only one or two
people.
New types of growth present a challenge
in balancing planning for the values
and aspirations of today with the needs
of future residents of the region. The
pressures that settlement places on
the environment and use of natural
resources must be factored into
the growing requirements for land,
accessible services and infrastructure.
There is the potential to contain the
major proportion of new population
growth in the region over the next 45
years to 2051 within existing urban
boundaries through an increase in
dwelling densities and urban infill
development.
This shift will require strong
community support that is not currently
demonstrated through community
surveys. Densities will need to
increase from the current average of
approximately 10 lots per hectare to 15
infill will need to increase from 1.38% of
residential development towards 40%.
Community attitudes and expectations
will need to change if higher density
living is to be seen as the way of the
future. The G21 Community Survey
2006 showed that whilst support for
“sustainability aims” was particularly
high, the “promotion of higher housing
Page 33
Direction 2:
Create sustainable settlements
densities within new and existing urban
areas” was disproportionately low with a
score of just 45 out of 100.
Key impacts of urban expansion include
reduced biodiversity and water quality,
higher consumption of non-renewable
energy resources in the way people move
around; the consumption of resources in
the construction of buildings and cities,
and the high levels of waste and pollution
generated within urban areas. These
impacts are particularly pronounced in
low density urban areas such as those
currently prevalent in the region.
In considering urban expansion, land
suitability and capability in respect to its
ability to support the infrastructure and
other demands of an urban environment
(e.g. septic tank absorption; soil salinity
levels; foundation stability) and suitability
in comparison with other uses (e.g.
industrial, agriculture etc.) must also be
considered.
There is a potential for well planned
urban renewal and increased urban
fill. This includes greater densities
around activity centres and the re-use
of redundant industrial and commercial
precincts for residential and/or mixed
use purposes.
Page 34
Land requirements include:
• Residential (home sites)
• Community (open and community
spaces)
• Industrial
• Commercial
• Agricultural, and
• Environmental habitat linkages.
Rural land use studies currently being
completed by G21 Councils provide
clear evidence of up to 14 significant
land issues that are best addressed in a
regional context including:
• Tourism and recreation in rural
locations
• Employment land in rural areas
• Equestrian activities
• Agriculture on rural land
• Population growth and urban
expansion
• Intensive agriculture, animal
industries and aquaculture
• Use of recycled water, and
• Protecting environmental features and
landscapes.
BENEFITS OF POPULATION
CONCENTRATION
A “sustainable” town, city or region is one
where the combination of community,
environment and economic factors
collectively provide for the well-being of
the community.
The benefits of having higher population
concentrations in and around town
and city centres include the ability to
provide a wider and higher level of
services, infrastructure and employment
opportunities close to where people live.
Services include health, community,
transport, sporting/recreational,
education, retail, entertainment, cultural
services and facilities.
The benefits of population concentration
positively impact on the environment if
planned and managed well by minimizing
the urban footprint and reducing the
need to use transport.
The region has relatively low levels of
employment in key future growth and
value adding sectors such as property
and business services, finance and
insurance, and communications services.
This is a world-wide trend in second tier
cities and regional centres that are close
to larger cities; as such jobs gravitate
towards higher order State capitals.
This trend impacts on community wellbeing through increased pressure on
regional output including personal
income levels. Gross Regional Product
is forecast to grow at lower levels
(see Direction 4) and the gap between
population growth and employment
is forecast to widen to unprecedented
levels.
In order to be attractive to emerging
industry sectors and grow our skills
and learning capacity, Geelong must
provide the urban amenity and achieve a
threshold size that justifies the location
of future growth industries within the
region.
The concept of population concentration
applies at town, city and regional levels.
Whilst an exact threshold size for the
region cannot be defined it is most likely
in the range of 500,000 to 700,000. The
region has recently passed a generally
recognized threshold size. Once a
regional centre has access to around
250,000 people, then it can support
higher level services such as accounting,
finance, legal, health and allied services.
The benefits of population concentration
can be seen in how the region now
supports these services where it did not
just 10 or so years ago; when people
often had to access Melbourne based
services. The principle of population
concentration also applies to smaller
towns and regional centres and includes
measures such as the ability to support
services like a secondary school, health
services, ambulance, recreation centre,
pool, public transport and supermarkets.
impacts of climate change
Anticipated sea level rise and increase
in extreme weather conditions could
make highly desirable coastal areas of
the region considerably less attractive or
even unviable by 2050.
Anticipated average temperature
increases of 3-4°C in regional centres
further inland, may attract more of the
State’s ageing population to coastal
areas where the temperature increase is
predicted to be 1-2°C.
Biological impacts of climate change
could have implications for the region’s
economy and population health.
Careful planning and management now
will minimise the anticipated shortage
of available land and reduce the need to
force urban development into areas of
natural environment.
Maintenance of habitat linkages would
significantly increase protection from
the impacts of climate change for
the region’s biodiversity, indigenous
vegetation and natural resources.
More information:
Bellarine Peninsula Strategic Plan 2006-2016
CSIRO Tourism Research, Impact of Sea-level Rise and
Storm Surges on Coastal Resorts 2000
Greater Geelong
Melbourne University, School of Earth Sciences: CSIRO
Atmospheric Research, Sea Level Rise Projections and
Planning in Australia 2002
Surf Coast Shire
– Torquay Jan Juc Structure Plan July 2006
The third horizon:
By 2050 the G21 region will have achieved higher density housing in population
service centres, with ample provision of amenable land for industrial, commercial,
agricultural and environmental sustainability.
imperative:
We must set aside, protect and use land to provide current and future choices for
residential, industrial, commercial, rural and agricultural needs, while minimising
impact on the natural environment. Key economic and service centres of the region
must be vibrant and attractive, supporting a mix of residents, businesses and
community activity.
SUMMARY OF Policies
Policy 2.1:
Minimise the amount of land used for urban
development
Policy 2.2:
Create a network of well designed, safe and
healthy communities
Policy 2.3:
Achieve efficiency in people and freight
movement
Policy 2.4:
Provide land for industry and commerce
September 2007
Page 35
create sustainable settlements
Policy 2.1 Minimise the amount of land used for urban development
Available land
Infill and housing densities
It is estimated that there is now about
6,300 hectares of vacant land available
for residential development in the
region. This includes currently zoned
land and land in existing municipal
planning initiatives designated for future
development in coastal, rural and urban
locations.
There have been extremely low levels
(1.38%) of urban consolidation by
way of infill residential and mixed
use development in existing urban
areas of Geelong and other towns and
settlements throughout the region over
previous years.
Some 3,800 hectares of that land is
located in the rapidly growing southeastern part of the region, in the vicinity
of Geelong and in the eastern parts of the
municipalities of Golden Plains and Surf
Coast. A large proportion of that land
(1,365 hectares) is contained within the
new Armstrong Creek Urban Growth area
located to the south of Geelong adjacent
to the suburbs of Waurn Ponds and
Grovedale.
Measures aimed at minimizing the
need for additional urban development
land must take into account the need
to ensure choice in a competitive
environment where not doing so may
produce significant social and economic
impacts. It will not be enough to offer
one, or limited locations for potential new
residents.
Page 36
The G21 region also has a low proportion
of medium and higher density housing
(11%) compared to Melbourne (25%) and
Victoria (17%). The Sunshine Coast has
the highest proportion of medium and
higher density housing in Australia (26%).
The extraordinarily low proportion of
dwellings of three storeys or more in
Geelong is a particular feature of the
settlement structure (0.24% in G21
region compared to 5.3% in Melbourne
and 9% on the Sunshine Coast). This
is due largely to market forces as land
availability and prices have made it
cheaper to build out than up.
Some non-sewered residential parts
of the G21 region will continue to be
low density unless satisfactory effluent
disposal can be established. These areas
will strive to have the smallest possible
blocks, subject to satisfying effluent
disposal requirements.
Off-site discharge from wastewater
treatment systems is a threat to
estuarine, coastal and marine
environments in the G21 region. New
technology is now available that could be
retro-fitted to old houses and mandated
on new houses in sensitive areas.
Table 9 shows the supply of residential
land within existing zoned areas and the
projected demand for hectares required
to accommodate new households.
Maintaining low density development
(1.38% Infill, 98.62% Greenfield with
10 dwellings/hectare) will require the
release of significant tracts of land
outside the existing zoned areas for new
urban development leading up to 2040.
Moving towards moderate urban
consolidation (5% Infill, 95% Greenfield
with 15 dwellings/hectare by 2031) will
contain the need for more residential
land until approximately 2065. However,
analysis highlights that a more
aggressive urban consolidation target
(40% Infill, 60% Greenfield with 15
dwellings/hectare by 2031) will contain
urban growth within the existing zoned
areas leading up to 2100 (climate change
impacts not withstanding).
Providing choice
A dominant proportion of the region’s
total land supply is contained within the
City of Greater Geelong’s Armstrong
Creek growth corridor, providing limited
greenfield development choice for
developers and consumers.
The continuous review and reporting of
land supply and demand performance
will provide the ‘trigger points’ for the
future allocation and zoning of new urban
land.
Table 9
September 2007
Page 37
Minimise the amount of land used for urban development (continued)
Table 10: Major urban growth areas
Level of growth
Town / location
Major urban expansion
Armstrong Creek (Geelong’s growth corridor)
Significant growth
Apollo Bay, Bannockburn, Torquay/Jan Juc, Ocean Grove, Clifton Springs/ Drysdale
Moderate growth
Colac, Lara, Leopold, Winchelsea, other Bellarine towns and villages, sewered Otway towns and villages
Slow growth
Sewered coastal towns and villages, unsewered Otway towns and villages, rural towns and villages
Stable
Queenscliff, unsewered coastal towns and villages
Table 11: Urban Consolidation Scenarios
Density and urban consolidation assumptions
Assumptions
Low Density (CURRENT)
Medium Density
Higher Density
% dwellings in greenfields
98.62%
95% by 2031
60% by 2031
Dwellings / ha in greenfields
10
15
15
% dwelling by infill
1.38%
5%
40%
Table 12: Estimated greenfields land requirements (hectares)
Population Growth Period
Forecast demand (DSE) hectares
Page 38
By 2031
By 2051
Low Density
Medium Density
Higher Density
Low Density
Medium Density
Higher Density
5,280
3,555
2,942
7,358
4,889
3,785
Table 10 shows where levels of growth
are expected to occur in the region.
The current residential development
pattern is defined as “low density” with
an average of around 10 lots per hectare.
The region would benefit from higher
densities with an average of 15 lots per
hectare.
It should be noted that the green belts
and Coastal Spaces concepts adopted
by Local and State Government may
impact on the ability of the Borough of
Queenscliffe to commit to an ongoing
provision of 15 years supply of new
residential land.
Table 11 presents three urban
consolidation scenarios, based on
assumptions regarding the proportion
of new housing accommodated in
existing urban areas and the density of
residential development in greenfields
locations.
A major study will be required to
critically examine options for the next
phase of major urban expansion of
Geelong in order to protect and secure
land and provide choice and access
to major transport systems. This will
require coordinated action between
the municipalities of the region. Linked
to this study is the identified need to
investigate and determine future land
use west and around the new Geelong
Ring Road.
Consultation identified the opportunity
to contribute to changing the “industrial”
look and feel of the north entry to
Geelong by ensuring an alternative look
and feel is established, particularly along
the new Geelong Ring Road.
The Port of Geelong is an important regional asset contributing over $2 billion p.a.
to the regional economy.
The Victorian Department of Infrastructure commenced the development of a Port
Land Use Strategy in 2003 that is nearing completion.
The Port Land Use Strategy identifies key issues and opportunities associated with
the interface of port related activities with neighboring residential, industrial and
commercial uses.
Table 12 provides estimates of the
amount of new greenfield land that is
likely to be required to accommodate the
region’s forecasted population growth
and the 3 density scenarios.
September 2007
Page 39
Regional towns and centres
Outside the Geelong area, substantial
potential exists for Colac to continue
to expand. There is also a need to
consolidate development in existing
zoned areas prior to considering new
urban growth.
Apollo Bay is the only town on the
coast in the western part of the region
that has the potential to expand in
accordance with the Great Ocean Road
Regional Strategy, Coastal Spaces plans
and strategic planning undertaken by
Council.
Smaller rural townships that are not
subject to significant growth pressures
should adopt a balanced approach that
considers environment, community
development and sustainability
considerations. The same balanced
approach should also be given to a range
of community services and appropriate
facilities depending upon the population
size, role and function of each town.
The economic health of the region is
about maintaining viable townships as
well as dealing with growth, particularly
in regard to how it impacts on our natural
environment. The recreation and tourism
values of the region depend on a clean,
publicly accessible coast and marine
environment.
Table 13:
A summary of vacant
and designated
residential land
supply.
Smaller rural townships with stable
or declining populations should allow
for limited low density residential
development where it makes a positive
contribution to sustaining existing
communities according to Local
Government Urban Design Frameworks
and subject to land capability,
environmental and social/community
considerations.
Although some smaller towns, villages
and hamlets have been designated as
“low growth”, they provide important
services and infrastructure for the
communities they serve. Some small
towns have the potential for growth that
would not create a demand for extra
services or infrastructure. This is an
efficient use of resources.
Page 40
Regional Objectives
Appendix 1 – “Future residential land
potential” provides an analysis and
estimate of current and future land and
population potential for major towns
within the region. There are significant
variables such as housing densities
and urban infill levels that need to be
confirmed on a place by place basis
through Council Planning Schemes.
2.1.1: Provide for forecast regional population growth in a sustainable
way that provides choice and recognizes the significantly changing
demographic, future service and infrastructure needs.
2.1.2 Achieve urban consolidation of higher dwelling densities in urban areas
designated for significant or major growth.
2.1.3:Locate an increased proportion of new and higher density dwellings
in the Geelong urban area, especially in Central Geelong (includes
Western Wedge), regional activity centres and areas with good access to
services and public transport.
2.1.4 Move towards establishing 40% of new residential dwellings through
urban infill and re-subdivision at an average of 20 lots per hectare by
2031.
2.1.4: Accommodate a minimum of an additional 57,000 new dwellings in the
region by 2050 in a way that protects and enhances existing suburbs,
creates sustainable new urban development and enhances liveability.
Monitoring our progress - development densities:
We will monitor changes in our proportion of infill versus greenfield development;
high, medium and low density development and estimated occupants per dwelling
using indexes available from Local Government Land Use and Urban Planning Units,
the Department of Planning and Community Development, the G21 Region Population
Profile and Forecast and the Australian Bureau of Statistics.
September 2007
Page 41
Policy 2.2
Create a network of well-designed,
safe and healthy communities
The development of an interconnected
pattern of attractive, high amenity town
centres and settlements is fundamental
to creating strong and functional
communities, a refocused economy and
achieving increases in the use of public
transport and other alternatives to the
car.
Best practice urban design
Best practice urban design is recognised
as vital to healthy and sustainable
communities and is now being embraced
by Local Government in planning new
settlements.
Best practice urban design is
characterised by principles of: access
to services, availability of jobs,
environmental and water sensitive
design, interconnected settlements
(roads/paths), access to public
transport, provision of schools and
community facilities, inter-generational
living, access for all abilities, lighting,
emergency vehicle access, accessible
nutritious food, diverse housing
choices, crime prevention through
environmental design, open space,
walkable and cycleable communities,
community spaces and provision of
recreational facilities.
Page 42
Some say these principles are common
sense but evidence shows that past
practices have resulted in significant
social, economic and environmental
consequences that are often not
reversible or take significant resources
to fix.
The challenge is to ensure all future
development applies these standards.
Sustainable neighbourhoods
Previous housing policies that built
large estates for public housing tenants
produced a concentration of people with
particular socio demographic profiles in
specific locations. The poor urban design
practices such as Radburn design used in
Rosewall, Whittington and Warrnambool
East that have contributed to the
negative health impact of living in these
communities and should be avoided in
all future new development. Settlement
patterns for new migrants should also
be considered to ensure that the most
vulnerable are located in close proximity
to health, public transport, education and
other services.
Neighbourhood Renewal communities
feel significantly less safe in their homes
and neighbourhoods than people living
in less disadvantaged communities. Low
income families often report that they are
physically too isolated from services and
opportunities to participate through lack
of public transport.
New legislative requirements such as
the “Sustainable Neighbourhoods new planning provisions for residential
subdivision” (Clause 56) came into effect
on 9th October 2006 and provide the
initiative framework to achieve more
livable and sustainable communities.
Urban design should be an enabler
rather than an obstacle to good health.
Development that integrates housing,
workplaces, shopping, recreation and
community services can benefit the
health and well-being of a population
by providing an environment that
encourages decreased reliance on cars
and increased connection and interaction
with neighbours, contributing to a sense
of community. Development of this kind
relies on an integrated approach.
The ageing population
Significant growth in the population
coupled with a real increase of over
100,000 additional people in the 65+
age group will mean new approaches
for urban planning, service and
infrastructure provision.
Significant research regarding the ageing
population is already happening in the
region through Deakin University and
the G21 Health and Wellbeing Pillar.
The work will be taken into account with
future planning and decision making.
Town centres are places that people
value as an intrinsic part of their town
or neighbourhood. They should be the
location for a wide mix of uses including
shops, offices, entertainment, leisure,
recreation, community and higher density
housing. Integration of affordable and
accessible housing in close proximity to
activity centres is integral to the capacity
for people to age in place.
Planning that encourages frequent and
multiple uses of our public space by a
range of age groups, fosters acceptance
and a sense of community.
Vibrant town centres
The Geelong Central Activities Area (CAA)
is a major regional asset and its primacy
as a centre for business, services,
retail, entertainment, recreation, leisure
and culture must be well planned,
developed, promoted and protected. A
vibrant, dynamic CAA with opportunities
for expansion and development of new
business has widespread benefits
regardless of where one lives, works or
visits in the region.
Regional Objectives
Other regional town centres should be
planned to provide community focal
points and to serve the needs of the
catchments to which they relate, in a way
that benefits from and complements the
role of the Geelong CAA.
In existing urban areas new infill
development should be planned to
reinforce and strengthen the role of
existing town centres and provide vibrant
communities close to services and
facilities.
In small towns there should only be one
town centre. All effort should be made to
ensure that new retail and commercial
uses for the town are within or adjacent
to the existing town centres. The
establishment of new neighbourhoods
should not compromise the safety and
integrity of existing neighbourhoods.
A wide range of uses in town centres
will assist in providing local jobs,
facilitate a lower cost location for new
start-up businesses and create job
growth throughout the region. This will
also help consolidate the demand for
public transport, employment, retail
and government services. Models
for provision of services and delivery
of programs to smaller and isolated
communities should also be developed.
September 2007
Colac Community Hub (Colac) and
Norlane Neighbourhood House
(Geelong) are both good examples of new
approaches to service delivery that meet
the needs of socially and economically
disadvantaged communities. This
model could easily be transferred to
isolated rural communities where some
community infrastructure such as a
Neighbourhood House or school already
exists.
Rural land
Rural land use is a major part of regional
settlement and development. Rural Land
Use Studies by G21 Councils form part
of a co-ordinated regional approach
to strengthening the region’s rural
economy, lifestyle attributes, natural
resources and environmental qualities.
The maps on pages 44-45 compare the
current role and function of towns and
settlements in the region with their
anticipated future growth, role and
function.
Many of the local government partners
in the G21 region are now in the process
of developing rural strategies. The
outcomes of these processes will be
incorporated into this strategy as they
become available.
2.2.1: Make the region and environment more livable and attractive through
best practice urban design, rural and coastal planning and sustainable
development.
2.2.2 Protect, develop and promote the region’s environmental and cultural
heritage values and assets, including promotion of employment,
economic development and Indigenous culture.
2.2.3:Build up the region’s activity centres with well designed walkable
neighbourhoods, diverse communities, inviting buildings, public spaces
and streets.
2.2.4: Improve community safety, amenity and well-being through urban and
neighbourhood design and renewal.
2.2.5: Improve the quality and provision of community infrastructure to
support healthy, productive and active lifestyles.
2.2.6 Secure the primacy of Central Geelong as the vibrant, dynamic regional
focus for investment, retail, education, cultural, leisure, commerce,
service and higher density residential.
Monitoring our progress - role and function of cities and towns:
We will monitor the variance from residential, commercial, agricultural and
industrial land required for Place Based Planning Objectives using indexes available
from Local Government Land Use and Urban Planning Units and the Department of
Sustainability and Environment.
Page 43
Legend
Rural District (less than 100)
– a small cluster of houses located in
non-urban zones. Electricity is typically
the only available utility.
Current Role & Function
Hamlet (100 - 200)
– Larger cluster of houses located in a
singular uban zone. No major services.
Available connections are electricity and,
in some cases, water.
Village (200 - 500)
– Likely to have a small primary school,
a general store with postal facilities
and perhaps a motel or caravan park.
Connections would include water,
electricity and, in some cases, sewerage.
Town (500 – 2000)
– Likely to have a town centre with a
variety of retail services, police station,
basic medical facilities, community
meeting place or hall and children’s
playground. At upper end of population
range, sporting oval and tennis courts.
Connected to water, electricity and
sewerage services.
District Town (2,000 – 10,000)
– Diverse population base. All essential
services are connected. High access
to services including police stations,
medical/hospital facilities, educational
facilities and a dominant business
district with a moderate employment
base. Community facilities include
children’s services, senior citizen’s
centre, community meeting place or hall,
sporting ovals, tennis courts, netball,
sports pavilion.
Page 44
Table 14.
Future Growth, Role & Function
Legend (continued)
Regional Centre (10,000+)
- Very large, diverse populaton base. All
essential services are connected. High
diverse employment base with highest
(regional) order of goods and services.
Facilities for all levels of education
and major transport interchanges to
rail, bus, sea or air. Access to large
hospitals. Community facilities include
children’s services, senior citizen’s
centre, community meeting place or hall,
branch library, sporting ovals, tennis
courts, netball, sports pavilion, children’s
playgrounds, indoor sports centre,
possibly a swimming pool.
Regional City (100,000+)
– Very large, diverse population base. All
essential services are connected. Large,
diverse employment base and highest
order goods and services. All levels
of education are catered for. Regional
cities are vibrant cultural centres with
extensive arts, sports and recreational
facilities. High level telecommunications
and transportation infrastructure and
services include rail, bus, sea and air.
Extensive health and well-being services
include large private and public hospitals
and alternative medicine and support
services.
Table 15.
September 2007
Page 45
Policy 2.3
Achieve efficiency in people and freight movement
Current and recent investment in new
and upgraded road and rail infrastructure
means improved and ready access for
the region from Melbourne to the Southwest. Avalon Airport and Jetstar have
opened up domestic and international
tourism and business access to the
region.
Freight connections
The Geelong Port is the second largest
in the State, providing over $2 billion per
annum in benefits to the region.
As the population grows, so does the
need for efficient people and freight
movement. There needs to be a
continuous investment in transport
infrastructure priorities.
Within the region, economically viable
access to the port for exporters, farmers
Dependence on cars
and industry (through connections to
and from the new Geelong Ring Road
to the Port and the Princes, Surf Coast,
Midland and Hamilton Highways as well
as intermodal freight interchanges),
are currently under investigation,
highlighting the need for an integrated
transport strategy.
Current lifestyles and the economy
of the region are closely connected
to accessibility introduced by motor
vehicles. As private car travel becomes
more expensive, people will look towards
walking, cycling and using public
transport.
The poor condition of the Princes
Highway West is a major constraint to
industry and tourism development in the
region and a significant safety concern.
Major upgrade and duplication of the
highway is necessary to address these
issues.
Increasingly difficult access to Melbourne
by road transport through the western
suburbs and the Westgate Bridge is seen
as an increasing disincentive for growth
west of Melbourne to Laverton, Werribee
and the Geelong region.
Public transport usage for travelling
to work within the G21 Region is
currently less than 1% - well below
the State average. Public transport to
disadvantaged communities is a priority
in order to facilitate participation in
education and employment opportunities.
Urban design strategies need to look
at retrofitting existing roadways to
accommodate cycle traffic and connected
pedestrian/cycle pathways.
Table 16: Mode of travel for journey to work within each municipality
Colac Otway
Greater Geelong
Golden Plains
Surf Coast
Queenscliffe
Public transport
0%
3%
1%
1%
1%
Both PT & private vehicle
0%
1%
1%
1%
2%
Walk/cycle
10%
4%
2%
4%
9%
Private (driver or passenger)
64%
75%
73%
70%
61%
Other
1%
1%
1%
1%
2%
Work from home/did not work
25%
16%
22%
24%
25%
Total
100%
100%
100%
100%
100%
Source: 2001 ABS Census
Page 46
Public transport, reduced vehicle trips
and alternative forms of transport are
all ways of helping to address climate
change and sustainability challenge
through more efficient people movement
and the reduced use of fossil fuels for
vehicle travel.
Future carbon emission constraints may
impact economically on the viability of
fossil fuelled travel.
Sustainable transport options
With increased services, rail travel to
Melbourne is an accessible option that
has potential for growth, along with interregional public transport imperatives
including:
• Decreasing the proportion of all trips
that contribute to motor vehicle traffic
and road congestion
• Reducing freight and transportation
costs
• Minimising greenhouse gas emissions
and impact on climate change
• Reducing anticipated demand on
existing and future road infrastructure,
and
• Increased viability for alternative
transportation solutions.
In the short to medium term it is unlikely
that the community can afford high
Regional Objectives
volume public transport services in every
community across the region.
Some towns and suburbs are of a size
or are designed in a way that makes the
provision of public transport difficult
or unviable. Consequently the design
of communities must focus on being
or becoming walkable and rideable – it
will not be possible for every place to be
‘transit-oriented’.
Geelong has a significant opportunity
with the staged completion of the
Geelong Ring Road. Traffic modelling is
indicating significant reductions in car
traffic volumes on several arterial roads
and increases on roads connecting to
bypass interchanges. This provides an
opportunity to reallocate road space to
pedestrians (in town centres), cyclists
and buses in selected areas, and perhaps
freight on selected routes to and from
industrial areas.
It should be noted that the Armstrong
Creek Growth Strategy (recently
released for public comment) identifies a
“transport corridor” between Grovedale
and Torquay.
In the short term, there is an
opportunity to increase public transport
infrastructure to the coast through the
development of a Geelong/Torquay rail or
bus route.
September 2007
More information:
2.3.1: Improve the efficiency, safety and integration of the region’s transport
network through the coordinated development of all transport modes.
2.3.2: Improve the operation and utilization of the region’s existing public
transport network through faster, more frequent and reliable on-road
and rail infrastructure and services.
2.3.3: Increase the use of sustainable community and personal transport
options including priority for walking and cycling as safe transport
options.
2.3.4: Identify and protect land for future regional transport network and
infrastructure requirements including major road reserves and public
transport corridors.
2.3.5: Improve major regional roads and transport infrastructure to stimulate
economic and community development and meet or exceed national
road trauma performance targets.
2.3.6: Support the development of sustainable new technologies that increase
accessibility to Melbourne and the Mornington Peninsula from all parts
of the region.
Monitoring our progress - Transport modes and frequency:
We will monitor changes in our modes and frequency of domestic and commercial
transport using indexes available from Departments of Infrastructure, Sustainability
and Environment, Australian Bureau of Statistics Journey to Work Data, VicRoads,
G21 Region Population Profile and Forecast, Monash University Economic Forecast
and REMPLAN Data.
Page 47
Policy 2.4
Provide land for industry and commerce
Population growth of 130,000 by 2050 will
require 54,000 new jobs based on 45% of
the population being employed.
The supply of a variety of new, well
positioned industrial and commercial
land with ample amenity is vital for
economic development and employment.
Distribution of land
The current supply of industrial land is
unevenly distributed in the region with
the majority in the north of Geelong and
around Colac.
There is little suitable industrial land
available elsewhere and increasing
evidence of a growing shortage of
available land for small-medium size
lots in and around Geelong. In addition,
some currently industrial zoned land
would be more effectively used as
residential land.
The DSE Urban Development Program
(2006) registers 915ha of zoned vacant
industrial land (estimated to yield
approximately 735ha of net developable
land) and a 34% vacancy rate in the
Geelong region. However independent
research attests that when land being
retained for ‘buffers’ is removed then this
these figures are reduced by up to 50%.
Page 48
There is an immediate need to address
the opportunity to attract new investment
in transport and storage industries in
suitable sites along or adjacent to the
new Geelong Ring Road and to develop
a high amenity business/industrial park
to meet an existing gap in the market. A
substantial amount of strategic planning
needs to be undertaken to identify, plan
for, and meet the impacts of the new
road, particularly in relation to land use
including industrial and residential land
opportunities.
Port of Geelong
There is also a need to maintain a supply
of Industrial 2 land to meet the potential
demand for port related industry, an
industry that provides over $2 billion
annual economic benefit to the region.
The development of the Port Land Use
Strategy (PLUS) is a project led by the
Department of Infrastructure aimed
at identifying the issues and solutions
for future port land use requirements.
The draft strategy clearly identifies
“interface” challenges between
residential, recreational, industrial,
commercial and other port related
industries.
Consultation for G21 Plan development
raised the potential long-term options to
enhance the region’s sea port facilities
by developing the Point Wilson site to
uptake overflow capacity from both
the Port of Geelong and the Port of
Melbourne. Potential advantages include
its ideal location close to airports,
freeways and national rail connections.
In addition it has the potential to increase
industrial development and economic
activity, the potential to free up large
areas of land in Melbourne, lengthen
the life of Melbourne’s infrastructure
and aid in the development of the Port of
Geelong.
It must be noted that this is a long-term
idea. It is acknowledged that Point Wilson
is currently Commonwealth land used
by the Department of Defence that may
never be available for this purpose and
that Toll Geelong indicates the idea is not
viable because of the current depth of
water at Point Wilson.
Avalon Airport
The future success and viability of Avalon
Airport will have a major impact on jobs,
industry and tourism in the region.
Although the future of Avalon is
currently determined under State and
Federal Government planning controls,
initiatives for its continuing viability and
success such as protection of curfew
free access into the future through the
use of appropriate transport links and
buffers, must be supported by regional
stakeholders.
Opportunity for growth
Over the past 3 years estimates from
regional economic development
organisations indicate that the region has
lost around $300 million in investment as
a result of inadequate suitable industrial
land provision.
Supporting the region’s existing
manufacturing industry while growing
knowledge and new industry relies on
the right investment environment – this
includes having the land, infrastructure,
location, governance, people/skills,
materials and supply chain needs to
attract industry to this region, rather
than others.
Each municipality has industrial land
plans and emerging requirements, with
most completing place based industrial
land studies. Armstrong Creek has
allocated but not defined the use of
around 270ha of industrial land. There is
a need to take a long term regional view
of industrial land use that recognises
growth forecasts, roles, functions
and existing infrastructure to bring
Table 17.
Future employment role and function
of G21 region settlements.
Future Employment Role & Function
together all existing work and ensure
complementary and confident decisions.
More information:
G21 Geelong Region Plan – Report 2 [Influences and
Challenges] 2006 – pages 54 to 56
“Industrial Land”Department of Sustainability and
Environment, Urban Development Program Annual
Report 2004.
This Plan facilitates a regional view of
strategic land use planning on behalf
of the G21 Region Councils. This view
impacts upon different parts of the
Region in different ways. It is the role
of each Council to adopt or interpret
initiatives for inclusion in their planning
schemes.
Maps detailing individual Council
planning schemes are available
at www.dpcd.vic.gov.au/
planningschemes
September 2007
Page 49
Policy 2.4
Provide land for industry and commerce (continued)
Table 18.
Page 50
Regional Objectives
Table 19. Employment node available land*
Employment Node Hierarchy
Employment Node
Available Land (ha)
Employment Node
Role and Function
2.4.1: Provide for employment land in new urban development plans to
achieve a job capacity target of 30% of the new population.
Regional Employment Centre
Central Geelong
289
Retail / Commercial / Educational
Avalon Airport
›1,000
Industrial / Commercial / Limited Retail
Geelong Port
29
Industrial
Bannockburn
n/a
Retail / Commercial
Colac
n/a
Retail / Commercial
Waurn Ponds
n/a
Retail / Commercial / Educational / Industrial
Ocean Grove
n/a
Retail / Commercial / Industrial
Torquay
n/a
Retail / Commercial
Drysdale / Clifton Springs
n/a
Belmont
n/a
Retail / Commercial
Apollo Bay
n/a
Retail / Commercial
Corio
n/a
Retail / Commercial
Heales Road Industrial Area
457
Industrial
South Geelong Industrial Area
190
Industrial / Commercial
Golden Plains Industrial Estate
tbc
Industrial / Commercial
Armstrong Creek Employment Areas
and Sub-Regional Centre
360
Anglesea
n/a
Retail / Commercial
2.4.2: Stimulate regional economic development and jobs growth by
providing appropriate, accessible and well serviced industrial and
commercial development land.
Sub-Regional Employment Centre
Town Centre
Lara
n/a
Retail / Commercial / Limited Industrial
Lorne
n/a
Retail / Commercial
Queenscliff / Point Lonsdale
n/a
Retail / Commercial
Winchelsea
n/a
Retail / Commercial
Leopold
n/a
Retail / Commercial
Portarlington
n/a
Retail / Commercial
Meredith
n/a
Retail / Commercial
* Note that some of this land represents industry buffer zones and some of this land is also unserviced, therefore
reducing the actual supply of available and ready to use land.
September 2007
2.4.3: Maximise the regional economic benefits of the Port of Geelong.
Maximise the regional economic, community and tourism benefits of
regional harbours including Portarlington and Apollo Bay.
2.4.4: Provide regional employment land to accommodate a minimum
additional 54,000 new jobs by 2050 in a way that responds to current
and future industry needs.
Monitoring our progress - industrial land supply and demand:
We will monitor changes in our supply of and demand for zone 1, 2 and 3 industrial
land using indexes available from Local Government Land Use and Urban
Planning Units, Department of Planning and Community Development, Regional
Development Victoria, Private Enterprise, Monash University Economic Forecast,
REMPLAN Data.
Page 51
Direction 3:
Strengthen our communities
CAPACITY BUILDING
The development of this plan involved
consultation through 35 events involving
around 1000 people of various ages,
ethnicity, religion, wealth and education
levels.
Community networks, personal health,
education, skills and employment
facilitate socio-economic well-being.
Changing global economic conditions,
industry structures, demographics,
technology and climate change are some
of the factors that create the need for
people and regions to constantly respond
with new skills and priorities.
The hallmark of a successful community
is its ability to provide the opportunity
and encouragement for people to best
equip themselves and their families
with the capacity to determine their own
futures.
Page 52
Urban design is now well recognised as a
major contributor to the development of
strong, healthy and safe local town, city
and regional communities.
The region has a strong sense of place,
networks and a diversified industry base
that places it in a strong position to meet
the challenges identified in this plan.
Socio-economic disadvantage and lower
than average skill and education levels
are challenges for the region that are
best addressed by building the capacity
of individuals, community support
organisations and decision makers to
create the right economic and urban
environment for success.
ACCESS AND EQUITY
Basic human needs such as food,
clean water, shelter, companionship,
essential services and infrastructure are
prerequisites for health and well-being.
The region is recognised as being the
largest non-metropolitan centre in
Victoria for services such as health,
education, transport, emergency
services and business services as well
as being the major hub for road, rail, port
facilities and air travel.
The provision and access to essential
services and infrastructure that
meet the needs of the community is
most often the role of three levels of
government and a continuous process of
planning and implementation.
Opportunities have been identified to
strengthen collaborative planning and
program delivery between government
and service providers.
Planning and provision must recognise
the role of taking integrated population
and place based approaches to dealing
with population groupings and places
where the benefits of universally
provided services are not achieved.
Given that the region’s population is
anticipated to almost double and include
many more older people over the next
45 years, the challenge will be to ensure
that all communities and sub regional
areas are well linked to quality services
and infrastructure. This will require well
planned integrated transport systems,
best practice urban design including
access to quality open spaces and high
standard recreational opportunities,
communication networks and a high
level of community engagement.
DISADVANTAGE
Disparity between advantaged and
disadvantaged groups in the G21
region is very high. This is reflected by
large differences in the family status,
education, skills, abilities, income,
economic resources and employment
levels of groups in the community.
There is an 18% gap between the most
advantaged and disadvantaged areas in
the region, with the highest and lowest
socio-economic index scores being
8.6% above and 9.4% below the national
average.
There is also a 21% gap between
education and skilled occupation status
in the region, with the highest and lowest
scores being 10.1% more and 11.0% less
than the national average.
In context with global economic change,
this presents opportunities for people
with higher education and skill levels to
engage with sectors of the economy that
are growing. However, it is the industries
that are in decline or transition that
predominantly employ people with lower
education and skill levels.
September 2007
The region must work collaboratively
towards empowering individuals and
communities including indigenous
people, people with a disability, people
with a mental illness and people who
have grown up in disadvantaged areas
through capacity building action.
Carers of aged persons and people with
disabilities are a growing population
group that often experience isolation
and economic hardship. There is an
emerging population of young carers
who are at risk of leaving school only to
care for their family.
The condition of the natural environment
and the opportunities it provides also
contribute to the establishment and
reinforcement of advantaged and
disadvantaged communities and is
particularly influential in childhood
development.
DIVERSITY
The demographic structure and
population profile in the region is
changing. The population profile is
diversifying to include people of various
abilities, cultures, ethnicities, ages,
sexual orientation and gender which
influence the values, attitudes and
behavioural preferences of people in the
community.
The region’s population structure is
ageing at a rate 10% higher than the
Victorian and Australian averages. It is
anticipated that the proportion of people
aged 65 or older is likely to increase
from 21% in 2001 to 37% by 2051.
Cultural and structural diversity in
the population presents significant
opportunities for the exchange of skills
and knowledge leading to innovation,
entrepreneurship and socio-economic
well-being.
Acceptance and appreciation of
diversity will become an increasingly
important characteristic of cohesive
communities over the time frame of
this plan, particularly as international
migration increases, the population ages
and people with disabilities seek full
inclusion in all aspects of community
life.
Opportunities exist to build broad
acceptance and appreciation of diversity
by enhancing the profile of creative and
cultural activities in the region.
Cultural and creative pursuits, stronger
social networks, formal and informal
education, skills and employment need
to be offered to enhance social wellbeing in the region.
Page 53
Direction 3:
Strengthen our communities
Health
education
ARTS
culture and heritage
According to the Victorian Population
Health Survey 2005, the region rates
lower than the State average in the
majority of health related indicators. For
example 15.4% more females in the 1824 year age range are overweight/obese;
8% more 18-24 aged people smoke; 2.2%
more women, 4.6% more men and 37.5%
more young people (18-24 y.o.) are likely
to be exposed to a weekly risk of short
term alcohol-related harm.
The region’s education levels are
lower than the average for Victoria and
Australia in all but the trades.
The most comprehensive picture of
growth in the arts-related industries is
provided by the five-yearly Census. In
1971, there were an estimated 26,400
full-time arts professionals in Australia.
By 1996, their number had grown to
80,000.
Appreciation and celebration of the
heritage of the region and the diverse
cultures that influence its development is
an essential element of a thriving region.
With lower than average health
indicators and an anticipated increase in
the number of older people in the region,
there is an urgent need to encourage
active and healthy lifestyles in order
to increase well-being for individuals
and minimise future demand on health
services in the region.
Deakin has a strong research focus in
population and public health. The Deakin
Medical School will contribute further to
the research in concentrations of ageing
and chronic illness, physical activity and
nutrition and social and mental health as
well as the more specific research fields
of diabetes, obesity and genetics.
Page 54
There is lower than average
representation of people with postsecondary qualifications, university
degree or higher and a lower than
average representation of associate
professionals, professionals and
managers.
Skills gap analysis shows significant
gaps in current industry needs.
73% of 20-24 year olds in the Geelong
region have completed year 12 or
equivalent. The State Government has
set a target of 90% by 2010. One in
four children leaves school early in the
Geelong region. 35% of students in the
region go to university, of these around
30% drop out by the end of the first year.
The G21 region has a strong arts
culture with significant achievements
in primary creation (the traditional art
forms, including writing, composing,
painting and sculpting, craftwork and
photography and interactive content
creation) as well as the expression of
creative activity (including publishing,
the physical and electronic performance
of music, theatre, dance and other
performing arts).
Understanding and appreciation of
cultural differences builds a sense of
belonging and worth, reduces suspicion
and fear and contributes to a harmonious
and culturally rich community.
The G21 region must attract more skilled
workers and young people to balance the
expected increase in older population
over the timeframe of this plan.
The region is also developing its
reputation for activities such as
architectural services, advertising
design and production, graphic and other
design, radio and television services, film
and video production.
The third horizon:
By 2050 the G21 region will boast strong, capable, healthy and happy communities
that celebrate their considerable diversity in a culture of lifelong learning.
More information
ABS Socio-economic Indexes for Areas (SEIFA)
Barwon South West Housing Advisory Network 2005
Community Action Plans and Community Surveys
Department of Human Services (DHS) Burden of
Disease Data 2001
Department of Sustainability and Environment (DSE),
Victoria in Future 2004
G21 Community Strategy Survey Data 2005
– Report 1, 2005, p. 12
– Report 2, 2006, pp. 65-68
G21 Region Research Report 2006
Jesuit Study of Community Resilience 2004
The Salvation Army
imperative:
We must engage, connect and unite the people of the region to build a framework
for equitable access to the internationally recognised basic prerequisites of health.
We must further develop the region’s access to and reputation for arts, culture,
learning, recreation and diversity to create an economically productive, socially
viable and ecologically sustainable future.
SUMMARY OF Policies
Policy 3.1:
Build strong and safe communities
Policy 3.2:
Encourage healthy, active, learning lifestyles
Policy 3.3:
Increase appreciation of diversity,
arts and culture
Policy 3.4:
Improve access to services, infrastructure,
education and housing
Policy 3.5:
Address disadvantage
September 2007
Page 55
strengthen our communities
Policy 3.1
Build strong and safe communities
Strong communities are active,
confident, resilient and better places
to live. They are places where people
feel safe, can achieve their full potential
and are well equipped to respond
to challenges and change. They are
supported and governed by people with
a genuine interest and passionate drive
to see the best for current and future
generations.
Strong communities effectively reduce
disadvantage by expanding opportunities
for people within their community
whether it be in a city, town, suburb,
street, neighbourhood or household.
The current and emerging strength
of a region with multi-cultural and
indigenous communities provides a
rich tapestry of beliefs and values.
Acceptance (rather than tolerance) of
a variety of ages, abilities, religious
beliefs, socio-economic status and even
opinions emerged as a strong vision for
the region.
Safety
Research indicates that ‘safety’ is the
most significant issue in the minds of
the community after improved roads. It
is essential for the wider community to
participate in the planning and actions to
deliver a safe environment.
The Victorian Government “Regional
Matters 2005” shows that crime
(including against person and property)
in the region rates in the second highest
category. Only 66-70% of residents
say they “feel safe walking down the
street alone at night.” These indicators
are approximately the same as for
Melbourne and leaves scope for action to
improve actual and perceived safety and
security in the region.
Subjective perceptions of the local
environment such as a poor reputation,
fear of crime or lack of neighbourliness
can affect the preparedness of
individuals to participate in their local
community.
Sport and recreation play a big part in
our feelings of community pride and
individual well-being. The extent and
diversity of participation in sport and
recreation is an important indicator of
people’s involvement in their community.
Page 56
The existence of mutual trust and
respect and a sense of community
can promote a supportive society that
reduces or avoids many potential risks
to good health. Differences in living and
working conditions, access to services,
facilities and basic needs are suggested
to be linked to levels of trust and
community interaction.
Family violence
In 2003-2004 there were 1,549 (reported)
victims of family violence incidents in the
G21 region.
Studies attempting to determine the
direct and indirect costs of family
violence produce direct cost estimates
ranging from $10,000 to $20,000 per
case and indirect costs ranging from
$22,000 to $51,000 per case. These
incidences vary from minor to extreme
and have corresponding physical and
psychological damage on adults and
children as well as flow on effects to
employers and businesses.
including Councils to recognise the
human and economic cost of family
violence on the local communities in the
G21 region.
For example, we will need to monitor
and respond to the impact on social
outcomes of changes to household
structures in our region, such as the
increased number of single person
households.
DHS have recently funded an integrated
family violence system with input from
a number of stakeholders and services.
This new service response is about coordinating better service responses to
victims and perpetrators of violence.
Whilst the direct responsibilities for
provision of services which deal with
family violence lie with Police and the
Departments of Justice and Human
Services and non government agencies,
there is a need for all major agencies
Children and young people
Whilst families are the most significant
foundations for a child’s health, learning
and social development, current
research demonstrates the importance
of the surrounding community in
supporting children’s development and
well-being.
The United Nations Child Friendly
Cities Initiative (CFCI) includes a local
system of good governance committed
to fulfilling children’s rights. They are
represented by any local system of
governance, where the voices, needs,
priorities and rights of children are an
integral part of public policy, programs
and decision-making. The process
incorporates a number of characteristics
that prioritize children as an integral
focus of community development.
The City of Greater Geelong’s SafeStart
Project is a Victorian Government
initiative that addresses children’s injury
prevention and education for parents,
including home fire safety.
A renewed focus on the specific and
unique needs of young children in the
G21 region must explore the potential for
implementing such existing programs
as well as working towards the provision
of high quality children’s services and
facilities across the region.
September 2007
The employment opportunities, health,
education and skill levels of young
people in the G21 region are considerably
lower than the Victorian average.
Programs to improve experiences
and opportunities for young people
in the areas of education, training,
employment, health, sport and
recreation and the arts must be
supported throughout the region.
Increasing economic, educational, and
cultural opportunities will minimise
poor social outcomes by enabling
people to respond better to challenges,
emergencies and opportunities as they
arise.
Networks and communications
Effective links between personal,
community and governance networks
delivers improved health and wellbeing, reduced crime, better response
to disaster, better education, increased
acceptance and improved facilities.
We must find new ways of
communicating with people from
disadvantaged backgrounds. Given low
literacy rates and language barriers,
reliance on print media, particularly in
non-free newspapers, is not enough.
Word of mouth is most effective and
therefore the importance of networks
that have good connections to target
communities is essential.
Key social networks contributing to
community strength are:
• Close personal networks including
family, work, friends and neighbours
provide the foundations for dealing
with everyday life such as taking
on new challenges, developing new
skills and exploring new roles and
experiences.
• Associational and community
networks such as sporting clubs,
business, community and volunteer
organisations give people valuable
experience in how to assess issues,
appreciate public initiative debates
and take action.
• Governance networks including all
levels of government and all other
organisations that make decisions in,
or about, communities. Strong and
inclusive governance networks provide
people with the capacity to identify
and assess issues, enter into public
initiative debates and take action to
get things done, and
• Volunteerism, a strong indicator of
community strength, volunteering
has experienced a significant decline
in many areas of the region including
the CFA where lower membership is
challenging the viability of brigades.
Page 57
Policy 3.1
Build strong and safe communities (continued)
Disaster management
Bushfire
Investing in community strength can
minimise the impact of disasters such as
fires, extreme weather, drought and the
spread of pests and viral diseases. The
incidence of such disasters is predicted
to increase as a result of climate change
over the timeframe of this plan.
The geography, vegetation and climate
of Victoria makes it one of the most
wildfire-susceptible regions of the world.
An integrated approach for disaster
management based on sound risk
management principles and a robust
planning framework, will increase the
ability of the region to prevent, respond
to and recover from disaster. Failure
to achieve self reliant, sustainable and
resilient communities could put at risk
the social, economic and environmental
well-being of this region.
Collaborative efforts that are sensitive
and appropriate to each community of
interest should engage both specific
demographic segments and geographic
areas of interest to ensure success.
Generating a shared understanding
of the issues and responsibility for
solutions will result in fewer instances of
disadvantage and vulnerability to safety,
disaster and emergency situations. It will
also increase the ability to respond and
recover quickly.
Page 58
According to the Victorian AuditorGeneral’s Performance Audit Report
on Fire Prevention and Preparedness,
the most severe fire weather occurs
in the south-eastern and southwestern corners of Australia, where the
meteorological systems produce very
strong, dry and hot winds. These areas
also produce comparatively tall forests
with associated heavy fuel loads. These
wet forests occasionally dry out and,
under extreme fire weather conditions,
their heavy fuel loads contribute to
wildfire intensity.
As permanent and tourist populations
increase across the region, so too will
the risk of deliberately lit fires and
pressure on evacuation infrastructure.
There is a need to identify and assess
community risks to minimise the
occurrence and mitigate the effect, of
bushfire, grassfires, residential and
industrial fires on the community.
It is anticipated that the incidence of
extreme fire weather will increase
over the timeframe of this plan, due
to the anticipated effects of climate
change, including lower rainfall, higher
temperatures and more extreme
weather.
Wildfire management involves 4 broad
activities:
• prevention – reducing the risk of a
wildfire starting
• preparedness – ensuring that
firefighting agencies and wildfireprone communities are ready to
respond appropriately to wildfire and
can minimise damage
• response – ensuring that firefighting
is co-ordinated, efficient and
appropriate, and
• recovery – strategies and services
supporting affected areas in their
reconstruction of infrastructure and
restoration of social, environmental
and economic well being.
The G21 region includes several high
risk locations, including areas that were
affected by Ash Wednesday in February
1983, when over 100 fires swept across
Victoria and South Australia, killing 75
people and destroying more than 2,900
buildings.
The G21 Community Safety and
Strengthening Leadership Group
has identified several objectives and
programs to create regional approaches
for the planning of safe, self-sufficient,
resilient and sustainable communities,
with a particular focus on wildfire
management. The Leadership Group
objectives include:
• Providing leadership, direction
and support as regional advocates
to existing community safety and
strengthening committees across the
five G21 municipalities.
• Promoting and encouraging
community participation and
ownership in the identification
and treatment of risks, through
volunteerism.
• Engaging communities to ensure local
knowledge is integrated into local
solutions, and
• Empowering communities to safely
and effectively respond to events
which threaten themselves and their
communities.
City of Greater Geelong has developed an
Integrated Fire Management Planning
model based on the principles and
objectives of the State Government,
Integrated Fire Management Planning
project. The model includes an agreed
methodology for involving the community
in planning decisions and working
with communities to achieve self
reliance, resilience and sustainability in
partnership with fire management and
other government agencies.
CFA Geelong Office is working with local
volunteer brigades within the Bellerine
Regional Objectives
Group of Brigades to develop and trial a
community development model. The key
objectives of this trial include:
• Building volunteer skills and
knowledge
• Involving existing and recruiting new
volunteers from a diverse background
and experience based on the broader
role broader membership concept,
and
• Working with and educating
vulnerable communities to achieve
self reliance, resilience and
sustainability.
The Breamlea Community Fire
Management Planning project is
designed to achieve a totally integrated
fire management plan between CFA,
City of Greater Geelong, DSE and the
Breamlea community.
A CFA /Surfcoast Shire Initiative aims
to engage the tourism sector to build
their capacity, awareness and influence
their behaviour and decision making so
they become self reliant, resilient and
sustainable in the event of a wildfire. The
project objectives include:
• Improving the safety of tourists
on days of high wildfire risk by
influencing their behaviour and
decision making
• Improving the preparedness of tourist
providers for a wildfire event
• Increasing the resilience of the
tourism industry to respond to and
recover from a wildfire event, and
• Strengthening local community
capacity and input into prevention and
preparedness decision making.
More information
September 2007
Once these initiatives have been fully
implemented, the lessons learned
will be used to create models and
implementation strategies for fire
management in the G21 region. The
continuing development of initiatives
such as these should be supported and
encouraged throughout the region.
Colac Otway Shire and Deakin University Municipal
Public Health Plan Indicators Project 2004
Department for Victorian Communities 2005
Department for Victorian Communities, A Fairer
Victoria: Creating Opportunity and Addressing
Disadvantage 2005
Department for Victorian Communities, Building
Stronger Communities 2004
Department for Victorian Communities, Indicators of
Community Strength: a Framework of Evidence 2006
Department of Human Services
- Neighbourhood Renewal Education and Learning
Strategy
- Participation and Partnerships Strategy
- Health and Well-being Strategy
Department of Justice -Victorian Family Violence
Database 2006
Laing and Bobic, Economic Costs of Domestic Violence
2002
Victorian Auditor-General’s Performance Audit Report
on Fire Prevention and Preparedness
3.1.1: Increase community volunteering and engagement in activities
including: local area planning and decision making, community
associations, the arts, cultural activities, education, environment,
sports, tourism and recreation.
3.1.2: Increase the region’s capacity for risk-based, integrated fire, safety
and disaster management planning and implementation that is
consistent with the “Victorian State Disaster Plan”.
3.1.3: Increase community strength and resilience through developing
strong personal, associational, community and governance
networks across the region - including support for the Geelong Local
Indigenous Network.
3.1.4: Minimise the social, community and economic impacts of violence
against individuals and family violence.
3.1.5: Ensure the region performs in highest quartile for all major
education, crime and safety indicators as benchmarked against State
and national standards.
Monitoring our progress - Environmental qualities:
We will monitor changes in our personal, community and governance networks as
well as risk and hazard mitigation using indexes available from the Department for
Victorian Communities and State Emergency Services.
Page 59
Policy 3.2
The health and well-being of a
community is influenced by a number of
interrelated factors, many of which fall
outside the traditional role and influence
of the health sector.
Healthy environments
The Social Determinants of Health
recognise that the social conditions
and settings in which we live can have a
powerful impact on our behaviour and
health. It recognises the 10 determinates
of health to be the social gradient, stress,
early life, work, unemployment, social
support, social exclusion, addiction, food
and transport.
The European heatwave of August 2003
caused an estimated 21,000 deaths in
Spain and France alone. NSW and lower
Queensland suffered a similar heatwave
in February 2004 (temperatures 57ºC above normal). The Queensland
Ambulance Commissioner described
the event as “unequivocally the most
significant medical emergency in eastern
Australia on record” [Steffen Report,
Canberra].
Victoria is projected to become just as
prone to such events (more frequent,
prolonged instance of 5-7ºC above
average temperatures) within the
timeframe of this plan.
Page 60
Direct threats to health from physical
impacts like temperature along with
indirect effects (food hygiene, spread
of parasites, etc) will place significant
pressure on the region’s health services,
already straining from the higher
percentage of older people in the region.
Children’s development can be
significantly influenced by environmental
factors. Children are about six times
more vulnerable to toxic exposures
than adults. Researchers increasingly
recognize that a variety of health
problems amongst children may
be attributed in part to exposure to
environmental factors. Recent reports
by the WHO indicate that “one third of
all deaths in children and adolescents
in Europe can be attributed to
environmental factors”.
In most communities, environmental risk
factors are also not evenly distributed
throughout the community, and therefore
can commonly be concentrated in areas
where there are other existing socioeconomic risk factors that further
exacerbate the health implications for
children.
The Victorian Population Health Survey
2005 found local evidence of significant
issues associated with children’s oral
health, problems of access to acute
and specialist health care services,
increasing mental health issues,
increasing rates of type 1 & 2 diabetes
and obesity and limited support for
children with special needs including
respite care and inclusion support
services.
“Planning for Healthy Communities in
the G21 Region 2006-2009” presents
activities around a regional set of
priority areas that contribute to national
health priorities and integrated health
promotion priority areas. Priority areas
for regional action include:
• Preparing for population change
• Community strengthening and social
inclusion
• Healthy active transport
• Physical activity and healthy eating,
and
• Better access to services, facilities
and infrastructure for people of all
abilities.
Physical activity, healthy eating
Eating patterns and physical activity are
key determinants of obesity. Physical
activity is of benefit in relation to a
number of health problems including
5 of the 6 national health priorities:
cardiovascular disease prevention,
diabetes prevention and control, the
primary prevention of some cancers,
injury prevention and control and the
promotion of mental health.
In addition to the physical benefits,
regular exercise promotes a sense of
well-being, creating social connections.
The ideal approach to promoting physical
activity should offer a range of activities
that vary by type of activity, method
of delivery, intensity, duration and
frequency.
Walking has been reported as the
sport or leisure activity most frequently
undertaken by people in the G21 region.
Those who walk in the Geelong area
have indicated the need for greater
provision of shelter, more seating, better
walking surfaces and improved safety for
pedestrians.
The G21 Regional Sports Development
and Infrastructure Plans (both 2006)
aim to improve the viability of sport and
recreation organisations and provide
sporting infrastructure to accommodate
the needs of the growing and ageing
population across the region.
“Planning for Healthy Communities
in the G21 Region” aims to increase
physical activity levels and improve
dietary intake by creating an environment
that supports and encourages healthy
choices. Objectives include:
• Providing a physical and natural
environment that encourages and
supports both structured and nonstructured physical activity through
the provision of a range of open spaces
within safe, comfortable walking
distances of local neighbourhoods
• Working in partnership with other
service providers to align activities/
service development with broader
strategies to promote physical activity
• Providing a range of facilities to create
active recreation opportunities for
children and youth, and
• Supporting and encouraging healthy
food choices.
Oral health
Planning for the changing requirements
for oral health promotion and treatment
is a key element of Primary health
care. There are significant social,
medical, developmental and well-being
consequences of poor oral health.
Oral Health strategies in promotion,
prevention and treatment have
implications across all age ranges
and socio-economic groups. There
is a disproportionate representation
of oral disease in rural populations,
the disadvantaged and special needs
populations.
A significant proportion of the G21
community relies on public dental
services. An indication of the difficulties
in maintaining adequate public dental
support for the disadvantaged in the
G21 region is highlighted by the current
documented waiting times for public
dental treatment in the region.
The Auditor-General’s report The Oral
Health of Victorians in 2002 highlighted
that poor oral health may cause people
to avoid social interaction and personal
contact, reducing their quality of life.
The State of Victoria’s Children Report
(October 2006) identified that children
living in rural areas were more likely
to have poor oral health, with more
toothache and fillings and more tooth
extraction and dental treatment in
hospital, than their metropolitan peers.
Hospital admissions in the G21 region
have increased by approximately 10%
from 2000-01 to 2002-03, way beyond
the population increase during the
corresponding period. Dental conditions
(an Ambulatory Care Sensitive Condition)
that have admission rates in the Barwon
Region are above the Victorian average
rate.
Below is a flow diagram presented in the
Strategic Directions and Framework for
Action Promoting Oral Health 2000–2004;
a document produced by the Division of
Public Health, Department of Human
Services, Victoria. This highlights the
wide ranging impact of Oral Disease in
the Public Health system and broader
community.
Promotion and treatment measures
for improving oral health should
be explored, including renewed
consideration of advocation and support
of State Government efforts to encourage
water authorities to introduce water
flouridation throughout the region.
Table 20. Impacts of oral health.
September 2007
Page 61
Policy 3.2
Mental health
There are strong links between
strengthening community participation in
social and other activities and enhanced
physical and mental health. Social
networks are believed to promote social
cohesion, informal caring, protection
during crises, better health education,
and better access to health services.
Suicide prevention
Suicide is now the leading cause of death
due to injury in Australia, ahead of motor
vehicle accidents and homicide.
Although the overall rate of suicide in
Australia has remained constant for 100
years, the rate of suicide for young men
has tripled since 1960. The rate of suicide
is higher in regional areas, including
most G21 municipalities. Risk factors
such as unemployment, poor mental
health, sexual identity, substance abuse,
isolation and boredom are thought to
contribute to youth suicide rates.
Page 62
Suicide rates have also been found to be
relatively high among men in farming
communities.
Initiatives to directly address this issue
must be supported throughout the
region. The policies and objectives of this
plan are designed to address the risk
factors through increased opportunities
to participate in community activities,
better access to facilities and services,
better employment options and greater
access to recreational, artistic and
sporting pursuits.
Aged Care
Care of older members of the community
with mental health issues (including
dementia and Alzheimer’s disease),
potentially coupled with other health
and disability issues, will present a
growing challenge for the region over the
timeframe of this plan.
Strategies must be developed for
practical access to services for this
growing part of our population.
Lifelong learning
Education is associated with raised
health awareness and improved selfcare, highlighting the need to increase
opportunities for educational attainment
at all ages.
Continuing education and lifelong
learning is a core commitment of Deakin
University. Deakin offers access and
opportunity to all students to pursue
tertiary-level studies at various points
in their lives. This is achieved by: the
establishment of various pathways for
entry, the flexible delivery of programs
which includes off-campus study, on-line
learning technologies and working in
partnership with employers through the
operations of DeakinPrime.
Research demonstrates that for each
dollar invested in early childhood
education and care, we can save up
to seventeen dollars in avoided costs
of crime, unemployment, remedial
education and welfare payments.
G21 lifelong learning objectives are to
improve the integration and networking
within and between education, training
and employment sectors to improve
literacy and numeracy levels, to
improve rate of completion of year 12 or
equivalent, to increase participation in
post compulsory qualifications, develop a
community culture which values lifelong
learning and develop available and
accessible learning opportunities.
Regional Objectives
More information:
Colac Otway Shire and Deakin University Municipal
Public Health Plan Indicators Project 2004
Department for Victorian Communities, A Fairer Victoria
2005
Department for Victorian Communities, Building
Stronger Communities 2004
Department for Victorian Communities, Indicators of
Community Strength: a Framework of Evidence 2006
DHS Neighbourhood Renewal Education and Learning
Strategy/ Participation and Partnerships Strategy/
Health and Wellbeing Strategy
G21 Regional Sports Development Plan 2006
G21 Regional Infrastructure Development Plan 2006
Planning for Healthy Communities in the G21 Region
2006-2009
3.2.1: Develop a more targeted approach to address health inequalities and
health status by improving the quality, use, integration and evaluation
of demographic, social, environment, economic and cultural factors
as core components of regional planning and decision making.
3.2.2: To increase the number of students completing Year 12 or equivalent
to greater than the State Government target.
3.2.3: Develop and implement a rolling program of strategies to improve
identified health inequality and health status issues.
3.2.4: To improve the levels of literacy and numeracy across the community
through improved access to education and the promotion of best
practice.
3.2.5: Establish a culture of lifelong learning throughout the region.
3.2.6: Ensure that there is sufficient and appropriate provision of community
infrastructure that supports a diverse range of activities and services
as communities need them.
3.2.7: Significantly improve health status and inequality demonstrated by
the region performing in the highest quartile for all major health,
sport, recreation and activity indicators as benchmarked against
State and national standards.
Monitoring our progress - healthy, active, learning lifestyles:
We will monitor changes in our health and participation in active recreation and
lifelong learning using indexes available from G21 Sport and Recreation Pillar, G21
Health and Well-being Pillar and G21 Lifelong Learning Pillar.
September 2007
Page 63
Policy 3.3
Increase appreciation of diversity, arts and culture
As the region’s population grows and
changes, mutual respect, acceptance
and appreciation of diversity will become
increasingly important elements
sustaining social well-being.
Australian Bureau of Statistics data
highlights that only 14.6% of the
population in the region was born
overseas compared to the State average
of 23.4%. Of these people in the region,
only 8% have come from English
speaking countries, compared to an
average of 16.8% in Victoria.
As the global population increases,
inbound migration to balance both the
population age structure and skills
shortages in the region will increase
diversity.
The region’s population is ageing at a
rate 9% higher than the Victorian and
Australian average. It is anticipated that
the proportion of people aged 65 or older
in the region is likely to increase from
21% in 2001 to 38% by 2051. There will
be 14,000 less people in the 0 to 44 age
group by 2051.
The “sea change” phenomenon has also
increased net migration of older age
brackets (55 - 64 and 65 -74 years) into
coastal areas. Rural areas, north east of
the region in particular, are attracting
many new residents in these age groups
also, predominantly from Melbourne
seeking a “tree change”.
Page 64
Cultural and structural diversity in
the population presents significant
opportunities for the exchange of skills
and knowledge leading to innovation,
cultural appreciation, entrepreneurship
and socio-economic well-being.
Participation opportunities
Participation in arts and culture can
assist in engaging people in other
elements of civic life which is essential
to the psychological health of individuals
and communities.
The arts contribute greatly to the
character of cities and regions and to
the ability of communities to establish
bonds of social trust and understanding
by providing avenues of expression for
people of all abilities including young
people, ethnic minorities, bohemians,
indigenous people and gay people.
Art can act as a powerful advocacy
tool on issues such as discrimination,
homelessness and violence and can
also have very specific benefits leading
to higher literacy levels, reduced crime,
increased self-esteem, self-confidence
and skill development.
Lack of access (transport) and
affordability of entry into regional
Performing Arts Centres precludes
many individuals and families from
participating. There is a need to promote
local events that are accessible and
affordable to low socio economic groups
(for example ‘Christmas @ Windsor Park’
(Norlane) and ‘Going Potty’ (Rosewall
- Corio)).
Community events are a proven method
of promoting health information to
socially and geographically isolated
populations. Sponsorship of community
festivals such as the Pako Festa creates
a link to particular ethnic groups, and
provides opportunities to promote
relevant health messages and healthy
activities.
Nurturing a ‘creative class’
The creative class and its ramifications
in urban regeneration was expressed
in Richard Florida’s bestselling book
“The Rise of the Creative Class”,
which asserts that regions with high
concentrations of high-tech workers,
artists, musicians, gay men and “high
bohemians”, have a higher level of
economic development.
Florida’s theory states that the Creative
Class encourages an open, dynamic,
personal and professional environment
which in turn attracts more creative
people, businesses and capital. He
suggests that attracting and retaining
high-quality talent is a better primary
use of a region’s resources for long-term
prosperity than infrastructure projects
such as shopping centres, sports
stadiums and iconic buildings.
The G21 arts, culture and heritage pillar
focuses on growing broad community
engagement and nurturing the region’s
creative capability and reputation. It
aims to foster positive and supportive
community attitudes, increasing
participation by diverse communities.
The developing Geelong Cultural Precinct
has the capacity to be a vibrant heart of
cultural activity in the G21 region. The
masterplan will establish a wide range
of possibilities for facility co-location
and development including a convention
and exhibition centre as well as the
upgrading of existing performing arts
facilities in this central Geelong location.
The Geelong Cultural Precinct could
become the regional centre linking
cultural precincts, facilities and
artists from around the region. Links
could also be formed with Melbourne
cultural events and programs, including
preseason runs, training, experience and
facility sharing.
Additional opportunities for artists to
train, rehearse, perform and exhibit
should be explored across the region.
Events such as the Falls, Meredith,
Apollo Bay and Queenscliff music
festivals, the ShootOut short film
Regional Objectives
competition, regional celebrations and
food and wine events all help to create an
image of a region that is vibrant, creative
and diverse, with a great lifestyle appeal
for visitors, workers and residents.
Efforts should continue to increase the
volume and value of such events.
Support should also be given to the
establishment of initiatives such as
Film Geelong - a one-stop shop for film
practitioners to explore the opportunities
for film and television production in the
G21 region.
Diversity
Cultural participation plays a major
role in connecting divergent groups
and in connecting individuals to their
community. Arts and cultural activities
can play a critical role in connecting
people across cultures and affinity
groups, helping them to identify
commonalities and value differences.
The region’s projected population age
structure and anticipated inbound
migration will amplify the need for
acceptance and appreciation of people of
all abilities, cultures, ethnicities, ages,
sexual orientation and gender.
An increase in understanding and
appreciation of Indigenous arts and
culture across the region will be included
within the scope of the Geelong Local
Indigenous Network community plan.
Settlement patterns for the most
vulnerable, particularly new migrants
should ensure locations are in close
proximity to public transport and health,
September 2007
education and community services, with
access to quality open spaces and high
standard recreation and integration
opportunities.
Opportunities should be explored to
develop strong relationships with a
broad range of indigenous community
members including through indigenous
representative arrangements being
established across the State.
Collaboration by all levels of government,
the private sector and community groups
is required to project a unified and
resounding message that appreciation of
diversity is a fundamental strength of the
region.
Initiatives to help the community
understand and appreciate the depth
of experience, skills, economic growth
and culture that a diverse input of
people brings to the region should be
encouraged and supported.
Working together to increase inbound
migration, as well as cultural and the
artistic projects, festivals and events will
provide opportunities to build community
strength through improved capacity
to value diversity based on enhanced
understanding and mutual respect.
More information:
Department of Sustainability and Environment, Victoria
in Future 2004
Florida, R, The Rise of the Creative Class 2004
G21 Geelong Region Plan – Report 2, 2006, pp. 66-68
G21 Region Research Report 2006, pp. 70-77, 24-29
G21 Skills Strategy Task Force Research 2006
Planning for Healthy Communities in the G21 Region
2006-2009
Regional Migration Incentive Fund (RMIF) Research
Report 2005
3.3.1: Grow, celebrate and promote the value of diversity by increasing
the volume, value and range of creative projects and cultural events
delivered in the region.
3.3.2: Develop a strong cultural environment through increased
participation and access to the arts, recreation and other cultural
facilities and experiences.
3.3.3: Increase public and private sector collaboration with artists on
creative and cultural projects that deliver mutual benefits.
3.3.4: Develop the Geelong Cultural Precinct as a focal point linking cultural
precincts, facilities and artists from around the region, Melbourne
and internationally.
3.3.5: Increase migration and the successful integration of new people to
the region as a way of supporting diversity and addressing skills
shortages.
3.3.6: Integrate arts and cultural infrastructure and experiences into urban
design and character as an essential part of a healthy, desirable,
liveable region.
3.3.7: Embrace, encourage and promote diversity as a core component of
the social, cultural and economic well-being in the region.
Monitoring our progress - diversity and participation in arts:
We will monitor changes in our demographic structure, socio-economic structure
and cultural diversity as well value and volume of artistic and cultural events using
indexes available from Australian Bureau of Statistics, Diversitat, G21 Arts, Culture
and Heritage Pillar and G21 Economic Development Pillar.
Page 65
Policy 3.4
Improve access to services,
infrastructure, education and housing
Service and Infrastructure
Plans
High standards of health care, education
and training, sport and recreation
facilities, arts and cultural opportunities,
information communication technology and
transportation are available within the G21
region. However, there are opportunities to
improve the planning and access to these
services in new and existing residential
areas, particularly where there is a high
level of disadvantage.
Service and infrastructure provision is
generally a cost to one or more levels
of government. Coordination and
collaboration does not always occur,
leading to cost inefficiencies and lost
opportunity.
An ageing community will call for a change
in the way we provide services that impact
on housing, transport and home support,
allowing people to remain active and
independent in their community.
Consultation to develop this plan
highlighted the need to take a regional
approach to urban development
sequencing and major service and
infrastructure planning. The potential
for the establishment of collaborative
Page 66
Infrastructure and Service Priority Plans
(I&SPPs) for the region should be explored.
I&SPPs could be linked to regional
forecasting, urban growth plans, major
service and infrastructure and government
planning and budget cycles.
Development Sequencing Plans
There is a need for the development of a
regional level land release Sequencing
Plan that could show areas expected to be
developed within the next 5 years, the 5 to
10 year period, the 10 to 15 year period and
15 years plus.
In major growth areas, such as Armstrong
Creek, this sequence will be quite specific
as to which parcels are anticipated for
development in which period. Elsewhere
the amount of growth anticipated in each
planning period may be a global allowance
for the whole town or settlement area.
The sequence could be promoted to all
agencies as a basis for the co-ordinated roll
out of facilities and services. Agencies will
be encouraged to establish costed plans
that respond to this planned pattern of
development.
“Out of sequence” development may be
approved provided that:
• The project meets the sustainable
development criteria set out in this plan,
and
In broad terms, the compensation sought
for out of sequence development would be
the difference between the present value
cost of infrastructure roll out under the
‘preferred sequence’ versus the present
value cost of the altered sequence, holding
the standard of service constant.
Provision of this compensation may
involve the proponents meeting the
capital financing and running costs of
infrastructure and services including public
transport, schools, health clinics, maternal
and child health centres, recreation
facilities and other infrastructure for the
period during which the development
remains within an ‘out of sequence’ time
frame.
Overall, such an approach would provide
financial incentive to agencies to coordinate their planning. Without costed roll
out plans, it would be difficult for them to
claim compensation for out of sequence
acceleration costs. At the same time, levels
of service for residents of new and existing
development would not be compromised.
• The proponents are willing to enter
into agreements to bear the cost
of accelerating the provision of
infrastructure and services.
Available and affordable
housing
Whilst the level of home ownership in the
region is amongst the highest in Australia,
the lack of affordable and diverse housing
options has been identified as a regional
issue that aligns with ‘A Fairer Victoria’
Strategy 7: ‘boosting access to affordable
housing’.
Solutions to providing a range of affordable
and accessible housing alternatives for
people of all abilities, particularly for lower
income families, will require collaborative
efforts by all levels of government,
the private sector and not-for-profit
organisations.
For example, planning may need to
incorporate development of cultural
competence or use of language services to
meet the needs of new migrants from nonEnglish speaking backgrounds.
The development of a platform such as a
Regional Housing Taskforce could assist
collaborative efforts to respond to the
housing accessibility and affordability
issues in the region, including engaging
with key Government initiatives, such as
those through A Fairer Victoria.
September 2007
Sport and recreation facilities
Recreation facilities are increasingly
becoming central focal points for
community activity, social interaction
and engagement. The development of
facilities within an overall ‘community hub’
incorporating appropriate and accessible
spaces for community interaction is
encouraged.
The significant anticipated population
growth suggests there will be considerable
demand for new facilities at all levels
(regional, district/sub-regional and local).
The higher proportion of those aged 55+
years and a lower proportion of those
aged between 20-34 years within the G21
region may impact on future recreation
participation trends and therefore facility
needs, as older adults are less likely to
participate in organised (competitive)
activities than younger age groups.
Existing sport and recreation facilities
should be retrofitted to make them
more accessible for all sections of the
community including the aged, disabled,
CALD groups and the socially/economically
disadvantaged. The ACCESS program
occurring at Norlane Neighbourhood House
and Waterworld facility, aimed at increasing
access for new African migrants is an
example of such a program.
Sustainable transport
New regional facilities should ideally be
located with due regard to likely future
population growth areas. There will be
a need for a greater emphasis on noncompetitive, passive and informal leisure
opportunities.
Lack of sustainable transport represents
a significant barrier to accessing services,
education, employment and community
participation in areas of high disadvantage,
particularly for those who may lack
knowledge, have minimal education,
have disabilities (including the ageing
population), be from a CALD background or
have isolation issues.
As the economic and environmental
impacts of climate change become more
evident, costs associated with dependence
on cars will force more of the region’s
population to explore other transportation
options such as sustainable public
transport and, where possible, walking and
cycling.
Any new sport and recreation facilities
ought to be capable of accommodating
the needs of older adults and people of all
abilities. Where possible, facilities should
be multi-purpose and have the capacity to
adapt to changing community needs over
time.
Page 67
Policy 3.4
Improve access to services,
infrastructure, education and housing (continued)
ICT
Education and training
Health and support services
People with disabilities
Information Communication Technology
(ICT) is an increasingly important avenue
of access and communication for business
and personal pursuits.
There is a range of high calibre education
and training offered in the G21 region, but
there is also an ongoing need to improve
access and engagement for marginalised
and disadvantaged groups.
Addressing access to services will involve
improving consumers’ and providers’
knowledge of available services as well
as confronting issues such as transport,
education and financial difficulties some
community members face in accessing the
most appropriate services.
The State Disability Plan 2002–2012
outlined key areas for Government over
the next ten years. It describes the vision,
goals and strategies for the provision of
accessible and equitable services for those
with disabilities. Its agenda for change is
premised on the principles of citizenship,
social justice and community inclusion. All
initiatives that support the State Disability
Plan should be encouraged and supported.
According to the G21 Telecommunications
Needs Assessment (2006), the majority
of the region has access to a range of
ICT infrastructure. However, the study
revealed a lack of knowledge regarding
the availability and most effective use
of the services currently on offer and a
comparative lack of competition in service
provision.
The report recommends initiatives to both
enhance user appreciation and use of ICT
in the region and increase competition
amongst service providers.
Lack of access to ICT in the home is a well
researched and recognised indicator of
disadvantage and is linked to educational
attainment and retention outcomes.
Making ICT available to all households
through innovative enterprises and
partnerships (for example: with agencies
such as Infoxchange and Green PC) is a
first horizon regional priority.
The G21 Lifelong Learning Pillar is
pursuing a number of actions to better
engage the community in formal and
informal learning including education and
training for marginalised industry sectors,
reskilling and youth unemployment
initiatives.
Access barriers to education and training in
the G21 region also include cost, transport,
information technology and drug and
alcohol abuse.
Clarification of the roles and
responsibilities of all levels of government
and health service providers has been
identified as an important first step in
“Planning for Healthy Communities in the
G21 Region 2006-2009”.
The three broad goals of the State
Disability Plan are:
• Pursuing Individual Lifestyles
Enabling those with a disabilities to
pursue individual lifestyles; encouraging
others to respect, promote and
safeguard their rights by strengthening
the disability support system to meet
their needs.
• Building Inclusive Communities
Making the community more welcoming
and accessible, so that those with
disabilities can fully participate in the
life of the community, and
• Making Public Service Accessible
Enhancing access to public services and
supporting those with disabilities by
developing an inclusive, accessible and
non-discriminatory public sector.
State Disability Plan 2002–2012, page 11.
Page 68
Regional Objectives
Disability Legislation 2006 provides for:
• A stronger whole-of-government,
whole-of-community response to
the rights and needs of people with a
disability, and
• A framework for the provision of high
quality services and supports for people
with a disability.
The anticipated ageing population in the
G21 region will produce a growing number
of community members living with a
disability.
The development of a Regional Disability
Action Plan that incorporates and coordinates the mandatory Disabilities Action
Plans of each G21 municipality should
be considered to increase efficiency and
consistency in addressing inequalities for
people with a disability in the G21 region.
The Vic Health position statement on
Health Inequalities states that, as a group,
people with disabilities tend to report
poorer perceived health status with ratings
of health declining the greater the degree
of disability. Some forms of disability have
been found to be associated with lower life
expectancy.
People with disabilities also have
demonstrably limited access to the social
and economic resources required for
health. They are less likely than those
in the general population to be in the
workforce (53% compared to 81%) and
more likely to be unemployed or to be
September 2007
in receipt of a low income. People with
disabilities also experience barriers to
accessing health and support services.
More information:
ABS Socio-economic Indexes for Areas (SEIFA) 2001
Barwon South West housing Advisory Network 2005
Department for Victorian Communities, A Fairer
Victoria: Strategy 7 (2005)
G21 Geelong Region Plan – Report 1, 2005, p.12
State Disability Plan 2002–2012, p.11
The Salvation Army
Vic Health - Vic Health Position Statement on Health
Inequalities 2005:2
3.4.1: Improve access and provision of services through whole of
government implementation of collaboratively established Regional
Infrastructure Priority Plans (RIPP’s) and Regional Service Priority
Plans (RSPP’s) that address current and future community needs.
3.4.2: Improve the use of regional demographic forecasting and residential,
commercial, industrial, agricultural and tourism supply and demand
analysis to inform Infrastructure and Service Planning.
3.4.3: Implement new and innovative partnerships and ways to encourage
and stimulate the supply of well located affordable housing.
3.4.4: Improve the timely provision of community and economic
infrastructure for new urban developments through the
implementation of “Land Release Sequencing Plans”.
3.4.5: Increase community and business use and access to high
speed telecommunications data and ensure state of the art ICT
infrastructure is provided to all communities.
3.4.6: Improve the ability of people to access services including those with
limited knowledge, education, from CALD backgrounds or who have
isolation issues.
3.4.7: Stimulate and sustain the expected growth of an additional 130,000
people and 57,000 new residential dwellings through service and
infrastructure provision that drives the region vision.
Monitoring our progress - access to services, infrastructure,
education and housing
We will monitor changes in our accommodation affordability and availability using
indexes available from Real Estate Institute of Victoria (REIV), Department of
Human Services (DHS), Australian Bureau of Statistics, G21 Region Demographic
Profile and Forecast and G21 Pillar Groups.
Page 69
Policy 3.5
Address disadvantage
Directions in response to regional
challenges presented throughout the plan
are designed to create advantage for our
communities and therefore minimise the
likelihood of disadvantage. However, there
remains a need to examine specific issues
of disadvantage across the region and
respond with appropriate actions.
Assessment
Social advantage and disadvantage is
assessed through the combination of many
factors including: employment, wages,
education, health, safety, crime, violence,
built environment, network support, death
rates and birth weights.
The Australian Bureau of Statistics’ four
Socio-economic Indices for Areas (SEIFA)
highlight pockets of disadvantage in
the G21 region. Many (but not all) of the
region’s sixteen statistical local areas have
SEIFA scores below the national average
of 1000 in one or more of the four SEIFA
dimensions. These dimensions are:
Disadvantage; relative disadvantage in
family units, taking into account income,
unemployment, educational attainment and
the proportion of unskilled employees living
in the study area:
• Geelong West (999)
• Colac Otway central (980)
• Geelong East (963)
• Corio (914)
Page 70
Advantage/Disadvantage; relative income
levels and the proportion of people living
in the study area who work in skilled
occupations:
• Central Geelong (997)
• Bellarine Peninsula (995)
• Colac Otway South (974)
• Golden Plains South East (967)
• Colac Otway North (955)
• Golden Plains North West (945)
• Colac Otway Central (925)
• Corio (906)
Economic Resources; representing the
income and expenditure levels of family
units, taking into account factors such as
rental payments and dwelling size:
• Queenscliff (990)
• Central Geelong (976)
• Bellarine Peninsula (971)
• Surf Coast West (969)
• Golden Plains South East (958)
• Colac Otway North (949)
• Golden Plains North West (938)
• Corio (935), Colac Otway South (926)
• Colac Otway Central (924)
Education and Skilled Occupation
status; identifying the level of education
achieved and/or the level of further study
undertaken, providing an assessment of the
skilled workforce living in the study area:
•
•
•
•
•
•
Golden Plains South East (955)
Colac Otway North (951)
Golden Plains North West (947)
Colac Otway Central (930)
Geelong East (914)
Corio (890)
Disadvantaged groups:
• Indigenous people,
• People with a disability, and
• People with mental health issues.
The scope and scale of disadvantage in the
region extends beyond the responsibility
and resource capacity of any one single
group. Government departments, not for
profit organisations and the private sector
are currently doing many things to alleviate
socio-economic disadvantage in the region.
However, the magnitude of the challenge
at hand requires a collaborative and
coordinated approach to ensure a lasting
improvement is achieved.
Failing to address disadvantage in the
short term will compound the social
and economic cost of dysfunctional
communities, poor health, low education
and skills levels, high unemployment and
the secondary characteristics associated
with these factors.
Though the ageing population does
present its challenges, it may also provide
benefits such as reduction in crime related
incidence, greater opportunities to support
community members through volunteering
and the mentoring and fostering of a more
‘mature’ society that provides stable,
considered, rational approaches to problem
solving.
Whole of region support should be
encouraged for projects designed to directly
address disadvantage in target groups or
geographic locations such as Best Start
(Rosewall), Aboriginal Best Start (Mingo
Waloom), Neighborhood Renewal (Corio
Norlane and Colac), Whittington Links
Community Development Initiative and
Portarlington Community Development
Initiative.
The DSE statistical analysis unit made
predictions in the last 2 years that climate
change will contribute significantly to the
level of disadvantage experienced in rural
and remote communities.
The anticipated increase in costs of
fuels (transport, heating etc), water and
primary production costs, will hit lowincome households, farmers and those
communities reliant on industries that
provide agri-support services the hardest.
It could be assumed that any negative
health and well-being impact will be
exacerbated for those people living in small
communities that must travel to access
essential services (health, education,
employment etc).
Social and economic well-being are
interdependent. If disadvantage continues
to grow, not only will communities be at
risk of decreasing health and well-being,
but it will also become increasingly difficult
to create a rewarding, satisfying and
sustainable future for these members of
the community.
Regional Objectives
Opportunities
The factors relevant to disadvantage
listed here are recognised in the Victorian
Indigenous Affairs Framework (VIAF) which
provides a strategy for whole of government
action including the new arrangements for
Indigenous representation and community
engagement. The new arrangements
will provide the opportunity for G21 to
incorporate the VIAF priorities into its
planning framework in order to better
coordinate local and regional action to
tackle disadvantage.
The region does have a higher than average
success rate in trade based education,
which not only produces rewarding career
pathways for individuals, but could also
prove to be an important strength in
addressing significant regional skills gaps
in current industry needs. However, more
people must be encouraged to continue
building on their trade qualifications
leading to Diploma and higher
qualifications in a framework of lifelong
learning.
The G21 region has its own university, TAFE
and other RTOs which create the possibility
for people to move between these
organisations as they seek to build careers
and extend their skills over time.
Deakin University has as a core
commitment the objective of providing
access and equity. Deakin has the highest
Indigenous student intake of any university
in Victoria and its Institute of Koorie
Education (IKE) is acknowledged as ‘an
exemplar for Australia’ in the area of
Indigenous education.
September 2007
Deakin is also committed to encouraging
TAFE students and others to pursue
further education opportunities and
has strengthened links with the Gordon
Institute of TAFE to provide a pathway from
TAFE through to higher education and
vice-versa. The new Australian Technical
College is also an example of innovation
in collaborating with industry to design
courses that better meet the needs of the
region’s employers.
The most common employment outcomes
for school leavers not in further education
or training are: sales assistant, food
service/hospitality, administration, building
and construction.
Partnerships and projects that progress
the interests of indigenous, aged, young
people, marginalized, disadvantaged,
new and emerging communities are to be
encouraged and supported.
Establishing agreed priorities will
provide strategic justification for
collaborative development, resourcing
and implementation of projects targeting
the causes of disadvantage that would
normally be beyond the capacity of a single
organisation to deliver. Collaborative efforts
in addressing agreed regional priorities
will also attract more support and funding
assistance from government and private
sectors.
More information:
G21 Geelong Region Plan – Report 1, 2005, p.12
G21 Geelong Region Plan – Report 2, 2006, pp.65-68
G21 Region Research Report 2006, pp.70-77
3.5.1: Mimimise the potential for disadvantage to exist within the region by
focusing on the elements that create strong and healthy communities.
3.5.2: Increase community participation and opportunities for people with a
disability.
3.5.3: Improve the life opportunities for indigenous, aged, young people,
marginalized, disadvantaged, new and emerging communities.
3.5.4: Strengthen the coordination of funding, programs and collaboration
between agencies and the community where there is a focus on
disadvantage.
3.5.5: Minimise disadvantage through best practice urban design and
renewal of lower amenity residential areas with higher levels of
disadvantage
3.5.6: Achieve and maintain a positive rating of greater than 1000 for the
Socio-Economic Indexes for Areas (SEIFA) “Advantage/Disadvantage
Index” for the G21 region.
3.5.7: Increase broad community involvement in lifelong learning and the
attainment of higher than average education standards across the
region.
Monitoring our progress - disadvantage:
We will monitor changes in our education and training levels, levels of long-term
and youth unemployment and participation in community events using indexes
available from Australian Bureau of Statistics (SEIFA) and the Department for
Victorian Communities.
Page 71
Direction 4:
Refocus our economy
ECONOMIC FORECASTS
Forecasts completed by the Monash
University Centre of Initiative Studies in
2003 and again in 2006 show a negative
movement in all three macro economic
indicators.
In 2003 the region’s GDP was forecast
to grow at 3.6% average per annum to
2015 which was 0.5% above the Victorian
average. In 2006 this changed to 3.0%
which is now 0.5% below the Victorian
average and 0.4% below the national
average for the period to 2013.
The Monash Report says: “The economy
of Barwon (G21) is forecast to grow at a rate
slightly below that of the nation as a whole. In
part this reflects the relatively high share of
region’s economic activity in the motor vehicle
sector. This sector is forecast to be relatively
slow growing over the period 2006 - 2013. This
exerts a damping effect on the region’s relative
economic growth prospects.”
The report also highlights a significant
reduction in forecast annual employment
growth from 1.6% in the 2003 report
to 0.7% growth per annum in the 2006
report. Population growth is now forecast
to be 1.0% per annum and shows a 0.3%
gap between population growth and
employment growth.
The Monash forecasts model includes 106
industry sectors and shows the region’s
Page 72
economy to be diversified with potential to
further develop ‘knowledge industries’ such
as: education, health, community services,
finance and insurance, communication
technology and property and business
services.
INDUSTRY TRANSITION
SKILLS SHORTAGES
As the low cost competitive positions of
international players’ increases, industries
at risk will need to transform economic
output and employment into areas of
comparative advantage to survive.
FREE TRADE AGREEMENTS
This will require further investment
to develop new product and service
innovations, increased marketing effort
and ongoing efficiency improvements
linked to strategies, tactics and business
models that are globally competitive.
Skill gaps and shortages are a significant
barrier to industry transition and economic
growth. Global competition is increasing
the need for local businesses to invest
in developing new product and service
innovations plus the need to increase
efficiency and marketing effort to improve
competitive positions.
Movement towards free trade agreements
is forcing nations, industries and
businesses to specialise in areas in which
they can be globally competitive. This
presents significant opportunities and
challenges for economic development in
the region.
Developing nations with large populations
have a comparative advantage in general
manufacturing industries due to abundant
low cost (often low skill) labour. This
poses a threat to manufacturing in the
region where local labour costs have
become increasingly uncompetitive in a
global context.
This situation presents a risk to at least
36.7% of economic output, 16.2% of Gross
Regional Product and 11.2% of direct jobs
in the region. Industries at risk include
automotive parts, basic metal and plastic
products, chemicals, textiles, clothing and
footwear, food processing, machinery and
equipment manufacturing.
There has been a significant cultural
shift amongst G21 region manufacturers
over the past few years with increasing
investment, improvement and innovation
in a number of key areas, working towards
environmental and economic sustainability.
The capacity of businesses to realise
transition is dependent on their ability
to obtain and apply the high quality
people, technological knowledge, capital
and resources that enable them to
compete. Businesses will continue to gain
comparative advantage by leveraging and
enhancing the specialised skills, advanced
technological knowledge, key infrastructure
and the exceptional natural resources that
the region has to offer.
Attracting, developing and retaining
the talent required to develop economic
activity in these areas has become a
critical issue for the region.
The G21 Skills Taskforce has identified
weaknesses in the labour market that
limit the ability of businesses to support
existing and future industry activity. These
findings require an ongoing strategic focus
and allocation of resources to ensure an
adequate direction is provided now and in
the future.
POPULATION CHANGE
The region’s population is expected to grow
by 27.8% during the period 2001 to 2031.
Assuming 45% of new residents
participate in the workforce, 54,000 new
jobs will need to be provided, which is an
average net increase of 5 jobs per day.
In addition, the region’s population is
ageing rapidly. This is likely to increase
the impact of skills shortages as people
choose to work part time or retire from the
workforce altogether.
major implications for other sectors of
the G21 region economy, particularly
manufacturing and transport industries.
The determinants of population growth and
structure should be targeted by regional
marketing initiatives. However, it should
be recognised that they are difficult to
influence. Collaboration between all levels
of government and the private sector is
necessary to implement practical solutions
that ensure the region’s population
structure and size can sustain economic,
social and environmental well-being over
the long term.
In January 2007, AMP Henderson found
that 51% of Australia’s top 100 companies
did not have risk-management strategies
in place to combat the impacts of climate
change. It is unknown how the G21
region’s top companies compare with
this concerning statistic. Without reliable
and consistent information regarding the
potential physical and economic impacts
of climate change on our region, industry
sectors will be unable to make informed
choices about the risks and opportunities
it poses.
CLIMATE CHANGE
The Stern Review on the Economics of
Climate Change (2006) suggests that
climate change threatens to be the
greatest and widest-ranging market failure
ever seen. It includes recommendations
including environmental taxes to minimise
the anticipated economic and social
disruptions.
Significant changes to the weather
patterns in the G21 region would have
implications for many sectors of our
economy, particularly the tourism industry,
the insurance industry and the agricultural
sector.
Australia remains, per capita, one of the
highest atmospheric polluters on earth.
If (when?) an increased cost is imposed
on carbon emissions or the use of
non-renewable energy, it will have
September 2007
The investigation into the potential impacts
of climate change on the sustainability
of our region is an economic and
environmental priority.
More information
Department of Foreign Affairs and Trade (DFAT)
Department of Sustainability and Environment – Victoria
in Future 2004
G21 Geelong Region Plan – Report 1, 2005
G21 Geelong Region Plan – Report 2, 2006
G21 Regional Migration Incentive Fund Report 2006
G21 Skills Strategy Taskforce Research 2006
Impact of Demographic Change in the G21 Region 2005
Latrobe University REMPLAN Data 2005
Monash University Centre of Initiative Studies (COPS)
- Economic Forecast Data 2005
Reserve Bank of Australia - Chart Pack 2006
The Impact of Free Trade Agreements in the G21 Region
2005
2006
The third horizon:
By 2050 the G21 Region will be a globally significant competitor in industry sectors
of high comparative advantage, generating and attracting skilled workers and
business investment within a sustainable business environment.
imperative:
We must bring together public and private sector organisations to ensure ongoing
links between the demands of the economy and the capacity of the workforce.
This includes support for technology transfer and industry transition with
internationally recognised telecommunications and technology capabilities.
SUMMARY OF Policies
Policy 4.1:
Respond to global competition
Policy 4.2:
Improve industry efficiency, innovation
and commercialisation
Policy 4.3:
Reduce skills gaps and shortages
Policy 4.4:
Improve the operating environment
for business
Page 73
refocus our economy
Policy 4.1
Respond to global competition
The challenges and opportunities
presented by the changing global
economic environment often extend
beyond the responsibility and resource
capacity of any single government,
business or industry group.
Current trends
The G21 region has a large proportion
of economic output and employment
at risk due to competition from nations
such as China and India which have a
comparative labour cost advantage in
general manufacturing industries. This is
the major influencing factor on the macro
economic indicator forecasts provided by
Monash University that show the region’s
Gross Domestic Product, employment
and population growth to be below that of
Victoria and Australia to 2013.
Recent research indicates the region has
11.2% (9120) of direct jobs at risk in the
following industries: auto parts, basic
metal and plastic products, chemicals,
textiles, clothing and footwear, food
processing, machinery and equipment,
and miscellaneous manufacturing.
Future (potential) carbon trading
and other climate change correction
initiatives may also contribute to
increasing operational costs for many of
these industries.
Page 74
Considering this, it is necessary
to encourage investment in new
technologies, research and development,
best practice and collaboration to develop
comparative advantages. Alternatively
we must consider the transition of output
and employment away from industries
in decline into areas of comparative
advantage.
Strategic opportunities
The Monash Report indicates the region’s
top 15 industries contribute to 63% of the
total GRP. The report also shows that the
forecast growth of the top 15 industries is
below the national average in all but one
industry.
‘Top 15’ industries including: health,
education, construction, retail, motor
vehicles and parts, legal and accounting,
scientific research, communications,
transport/storage, property services,
residential building, accommodation,
cafés and restaurants, government
administration and wholesales trade.
There is real potential to actively support
industries that will generate flow-on
economic activity for the region and state,
particularly in the creation of exports and
import replacement.
A holistic and collaborative direction to
globalisation challenges is required to
develop and deliver agreed priorities that
will continue the transition of the region’s
economy from labour focused to higher
value, knowledge based industries.
This will mean further developing new
partnerships, responsibilities and
working in new ways at government,
regional and industry levels. It may mean
that traditional competitors need to think
differently about partnerships, market
development, exports, supply chains,
shared resources and infrastructure.
Within the region there are recent and
emerging examples of collaboration
that show the power of partnerships in
assisting industry development in:
Table 21.
BioGeelong, Surf Industry Cluster,
Telecommunications, Manufacturing
Council, Education and Research through
the innovative Smart Geelong Network.
The continuing development of the
Geelong Technology Precinct and the
setting up of BioDeakin, our Institute
of BioTechnology, will provide further
opportunities for collaboration with
industry and community partners,
commercialisation of intellectual
property and enhancement of the local
and international profile and perception
of Geelong.
Regional Objectives
The Geelong Technology Precinct (GTP) is
based at the Geelong Campus at Waurn
Ponds. The GTP is already home to four
core research areas – biotechnology,
nanotechnology, prototyping and wine
science. Deakin has recently announced
plans to substantially expand its
technology precinct. This expansion
will provide the focus for leading edge
research collaboration with industry
and it will generate significant economic
benefits for the Geelong region.
From outside the region, we can learn
from those who have taken bold steps in
establishing the vision, agreed priorities
and leadership needed to transform
and develop their economies in a global
environment including Cairns, the
Hunter (Newcastle), Albany, Dundee,
Manchester, Glasgow, Aarhus and Dubai.
It is estimated that in the space of one
generation (20 years), the real impact of
the Monash GRP forecast growth (at 0.5%
less than the Victorian average) is the
potential for creating approximately 6,600
jobs and $450m in wages per annum.
If declining economic output can not be
compensated then the region’s economy
has a higher likelihood of further decline.
In addition to the direct impacts,
the flow-on effect will have a large
multiplying factor. If transition can not be
achieved there is likely to be a significant
decline in secondary employment and
economic output.
September 2007
Environment and community
There are direct links between the
economic, environmental and community
strength of the region with information
in accompanying sections of this plan
indicating the region already has
challenges in mitigating the instance and
impact of social disadvantage. There are
links between many of the industries
experiencing global pressure and the
jobs and incomes of some of the most
vulnerable to social disadvantage.
Robust research and analysis must
provide clear strategic justification for
resources enabling high value, high
impact economic development projects
for whole of region benefit to be delivered
by local agencies in a local context. This
will avert the risk of investing effort in
areas and projects that provide benefits
of low strategic importance.
More information:
G21 Region Research Report 2006, pp. 90-91
Local, State and Federal Government Economic
Development Strategies (Current)
2005, pp. 8-28
2006
Horizon 1 (up to 5 years);
4.1.1: Stimulate economic development through industry networks,
clusters, incubators and public - private sector collaboration.
4.1.2: Support industry at risk to successfully operate in a diversified
regional economy.
4.1.3: Increase investment in the region with a focus on knowledge and
higher value adding industries.
4.1.4: Increase and expand regional exports and import replacement.
4.1.5: Achieve employment levels that are at least equal to State and
national averages.
4.1.6: Increase the number and output of high value adding jobs created and
sustained within the region.
4.1.7: Sustain a diversified regional economy characterised by knowledgebased, research and high value adding industries
4.1.8: Achieve real growth in the annual Gross Regional Product that is 0.5%
higher than the State and national averages.
Monitoring our progress - economic performance:
We will monitor changes in our economic output, Gross Regional Product,
employment, unemployment, value add and workforce productivity using
indexes available from REMPLAN, Monash University Centre for Political Studies
(Economics) and the Australian Bureau of Statistics.
Page 75
refocus our economy
Policy 4.2
Improve industry efficiency, innovation and commercialisation
Innovation
The traditional view of innovation is
characterised in ‘strategic leap’ terms – the
creation of new products and processes
from formal ‘new knowledge’. More
recently, innovation analysts have begun
to emphasise the incremental or ‘organic’
nature of innovation.
It is recognised that strategic or
opportunistic alliances between firms,
distribution and supply links and the knowhow held by workers and agents in industry
clusters is just as critical as science in
successful innovation. This way of thinking
about innovation involves greater analysis
of how businesses interact with each other.
Outsourcing to specialists can generate
opportunities for new ideas, both in product
content and in the delivery of value adding
processes.
Commercialisation
Commercialisation is the process of taking
an idea to market. This is a challenging
process but the economic benefits of doing
so are enormous.
Data from the Australian Institute for
Commercialisation (AIC) shows that if
Australia were to start to follow through
on a “strong: commercialisation path then
around $20b in turnover and 100,000 new
jobs would be created to 2020”. This is a
500% increase over today’s performance
Page 76
and could apply proportionally to the G21
region’s many technology based industries.
Provision or facilitation of support in the
areas of business, legal, accounting,
grants, technical, venture capital,
education, research, toolkits, policy advice
and consultant support is needed to drive
commercialisation.
Most of these services are available locally
through a range of providers. The aim is
to make them available in a coordinated
way that not only facilitates but also
stimulates a culture of innovation and
commercialisation.
Capability development
To assist the growth of innovation and
industry transition, it is critical for
economic development activity to facilitate
the improved competitive position of
industries in areas of comparative
advantage.
Current high growth industry sectors
(contributing 19.5% of output, 29.6% of
GRP and 31.8% of direct jobs) are likely to
experience continued growth.
These sectors are:
• Education
• Health and Community Services
• Financial and Insurance Services
• Communication Technology Services,
and
• Property and Business Services.
Current medium growth industry sectors
(contributing 10.7% of output, 11.1% of
GRP and 12.6% of direct jobs) are likely
to experience growth with increased
investment and regional collaboration to
facilitate economic growth. These sectors
are:
• Advanced Manufacturing
• Personal Services
• Agricultural Crops and Agricultural
Services
• Tourism (accommodation, cafes and
restaurants)
• Tourism (cultural and recreational
services)
• Viticulture and Wine Making;
• Aquaculture
• Non-Metal Mineral products, and
• Aerospace Technology.
In addition, inter-sectoral development and
convergent technologies present significant
opportunities for the region. Success will
rely upon continuing public and private
sector investment that supports research
and development into new products and
services in emerging industries, such
as biotechnology, nanotechnology and
advanced materials innovation.
Additional industry sectors also of medium
comparative advantage (contributing
7.0% of output, 5.3% of GRP and 6.5% of
direct jobs) are likely to experience growth
with focused efficiency improvements,
development of opportunities to value
add, increased investment and regional
collaboration to facilitate increased
economic output and employment are:
• Forestry and Logging
• Wood and Wood Products
• Paper/Printing and Publishing
• Fabricated Metal Products, and
• Beef, Sheep, Pig, Poultry and Dairy
Farming.
The retail sector is a major employer
and contributor to the regional economy,
accounting for 7.8% of economic output,
11.1% of Gross Regional Product and 18.5%
of direct jobs.
The construction industry is another
significant contributor. Both of these
sectors are expected to grow in direction to
increased regional economic activity.
The Moorabool Valley water reuse
project and intensive agriculture water
infrastructure project will further develop
the region’s capability in areas including
general and intensive farming agriculture
and aquaculture. Easier access for beef and
lamb producers to saleyards and abattoirs
would also assist this sector.
Information Communication
Technology
There is a need to improve the Information
Communication Technology (ICT) capability,
Regional Objectives
education and ability of businesses across
the region. The G21 Telecommunication
Needs Assessment (2006) includes
initiatives to market and promote ICT use
and systems within both the business and
community sectors of the G21 region.
Efficient freight and people movement is
fundamental to the efficiency of industry
and is discussed in Direction 2 - Create
Sustainable Settlements.
To enhance current and proposed plans
by government and industry sectors
in improving industry productivity and
efficiency, a collaborative program of
focused economic development projects
should be undertaken to improve
efficiency, stimulate innovation and
enhance marketing effort in all areas of
comparative advantage. These programs
must be distributed across new, emerging
and mature industries to ensure a holistic
direction.
If additional rapid growth cannot be
achieved in areas of comparative advantage
to compensate for loss of output and
employment in declining industries,
economic activity in the region is likely to
slow, with limited net gain in output and
employment over the medium to long term.
Climate change implications
Anticipated climate change impacts over
the term of this plan including sea level
rise, increases in extreme weather and
higher average temperatures could have
negative physical and economic effects on
many of the region’s industry sectors.
September 2007
Temperature tolerances of crops,
other vegetation and livestock could
be challenged, particularly with an
accompanying decrease in anticipated
rainfall.
Changes in sea temperature, sea level
and acidity would affect the region’s
aquaculture and tourism industries and
could also lead to greater transport of
marine pests and viruses.
The reduction of water and non-renewable
energy use across all production sectors, in
particular manufacturing and agriculture,
is an economic challenge for the region.
It is likely to become a critical economic
challenge if any serious attempt to reduce
CO2 emissions is to be made by any level of
government.
Climate change is likely to become a global
driver economically, and assessment
of how the G21 region stands in light of
possible changes over the second and third
horizons should be a priority.
More information:
G21 Region Research Report 2006, pp. 12-18, 40-41
G21 Telecommunications Needs Assessment 2006
2005, pp. 6-37
2006
4.2.1: Foster an environment that encourages entrepreneurship and develops
business leadership and management skills.
4.2.2: Accelerate investment in research and development, new technologies,
export and job growth, training, value and supply chain efficiency and
best practice.
4.2.3: Assess and respond to the regional economic implications and
opportunities presented by climate change.
4.2.4: Increase the value of local commercialisation of innovation, knowledge
and science into products and services.
4.2.5: Increase the value of advanced or innovative manufacturing activities in
the region.
4.2.6: Ensure the region performs in at least the second highest quartile
for “Value Add per Employee by Industry” as benchmarked against
regional Australia.
Monitoring our progress - comparative advantage:
We will monitor changes in our barriers to free trade, marginal gain and value add by
industry using indexes available from REMPLAN data, Department of Foreign Affairs
and Trade and Australian Customs Service.
Page 77
refocus our economy
Policy 4.3
Reduce skills gaps and shortages
Skills gaps and skills shortages in the
region’s workforce present a major
barrier to economic growth.
The increasing pressure on businesses
to develop globally competitive
strategies in areas of comparative
advantage through innovation, efficiency
and marketing effort is demanding
increasingly specialised skills, advanced
technological knowledge and higher
levels of productivity from the workforce.
Capability gaps
However, the region has a lower than
average education and skills profile
than Melbourne, Victoria and Australia.
This presents a problem because the
existing skills and education levels of
the workforce are not in alignment with
the needs of businesses attempting
to expand in areas of comparative
advantage.
Opportunities
However, the region also has a higher
percentage of vocational education
qualified residents (+2%, +1%, +0%) and
trade persons (+8%, +7.5%, +7.5%). The
interest of the population in trade-based
education needs to be built upon in order
to better meet some of our identified skill
shortages.
Projects and initiatives that offer better
pathways to higher qualifications and
lifelong learning that can refocus
employee skills towards value adding
industries (such as Neighbourhood
Renewal) are a vital part of creating
growth in areas of comparative
advantage.
Deakin University is working with TAFE
organisations to provide opportunities for
pathways from TAFE through to higher
qualifications.
Skills and technological knowledge,
including ICT capability and use, are a
core element of economic productivity
There is also a strong link between skills,
employment and community well-being.
The region must undertake initiatives to
close the gap between skills shortages
and the requirements of businesses to
maintain competitiveness and encourage
economic growth.
Given that employment and economic
participation are key factors in
overcoming Indigenous disadvantage,
opportunities to train and employ young
Indigenous people to meet regional and
local skill gaps need to be investigated.
Responsibility for skills and education
comes within the roles of multiple levels
of government, education providers,
industry and the wider community.
With more than 20% of the skilled
workforce set to retire by 2010, finding
skilled labour is a serious issue that
will affect many businesses in the G21
region.
The G21 Skills Taskforce brings
together public and private sector
organisations to ensure ongoing links
between the demands of the economy
and the capacity of the workforce. The
Taskforce has been established as the
peak body for collaboration to address
skills issues in the region and includes
representatives from the region’s
industry, education, government and
The region has significantly less
university qualified residents than
Melbourne, Victorian and Australian
totals (-6%, -4%, -3%). It also has a lower
percentage of associate professionals,
professionals and managers than
Melbourne, Victoria and Australia (-3.9%,
-2.9%, -2.9%).
The region has a higher percentage
of unskilled workers than Melbourne,
Victoria and Australia (+3%, +2%, +2%).
Page 78
Table 22.
Table 23.
Regional Objectives
Table 24.
4.3.1: Decrease skills shortages and close skills gaps through region driven,
whole of government, collaborative responses to meeting (well
researched), current and future industry needs.
4.3.2: Align education, training, career migration and employment initiatives
to support current and future industry skill requirements and job
opportunities.
4.3.3: Establish a culture of lifelong learning throughout the region.
4.3.4: Meet the challenges of an economy in transition and increasingly driven
by knowledge and innovation through improved skills, technological
knowledge and ICT capability.
training sectors. The Taskforce works
together on strategies and actions that
increase the education and skills profiles
of the region’s workforce, particularly
in areas of significance to globally
competitive industries.
The G21 region lacks a central point
of contact for referral and advice for
employment, training and career
opportunities. On-line, face-to-face
and mobile outlets for information,
resources, mentoring and advice for
industry, parents, teachers, schools,
students and the general community is
September 2007
a priority for ongoing co-ordination and
communication of this short, medium
and long term regional challenge.
More information:
Department of Human Services - Neighbourhood
Renewal Education, Learning and Economic
Participation Strategy
– Report 1, 2005, pp.18-19, 25
– Report 2, 2006, pp. 32-33, 39, 50
G21 Regional Migration Incentive Fund (RMIF) Report
2006
G21 Region Research Report 2006, pp.19-24, 40-41,
56-77
4.3.5: Achieve and maintain a higher than average education and skills profile
for the region as compared to Victoria and Australia.
Monitoring our progress - Skills Gaps and Skills shortages:
We will monitor changes in our education profile, occupation profile and vacancy
rates by industry sector using indexes available from Australian Bureau of Statistics,
G21 Skills Taskforce Research, Department of Employment and Workplace Relations.
Page 79
refocus our economy
Policy 4.4
Improve the operating environment for business
Understanding and responding to
“external” factors such as globalisation
and free-trade is vital for economic
sustainability.
Capability
Equally, if not more important, is to
understand and further develop the
“internal” factors needed to sustain the
economy. These factors can be grouped
as:
• Natural Resources - land use,
environment and use of resources
(Direction 1 & 2).
•Human Capital - people,
demographics, skills, education and
social profile (Direction 3), and
• Physical Capital - infrastructure,
use of capital, industry structure
(regulatory and initiative),
environment, supply chains, product
movement.
This policy focuses on ensuring the
“physical capital” is in place to support
business and means the region will need
to continue to develop advanced services
(finance, information technology, legal,
management) and infrastructure (roads,
rail, ports, airports, telecommunications,
utilities, serviced land for industry).
Table 25.
Page 80
The region is regarded as a “transport
and industry hub” with significant
opportunities to further develop
logistics, transport, freight and
telecommunications infrastructure to
attract and retain industry.
Use our water resources more efficiently.
Sustainable Agriculture
Initiatives such as the Golden Plains
water infrastructure proposal to provide
a secure water supply for intensive
animal farms (particularly the chicken
industry) in the Shelford / Lethbridge /
Meredith area, should be supported to
secure existing regional industry assets.
The significant challenges facing
agriculture in relation to sustainable
water supply are discussed in Policy 1.2:
Other factors affecting sustainable
agriculture include changing terms of
trade, application of new technologies,
productivity changes and climate change
implications (discussed in Direction 1).
The ever-increasing urban fringe
provides yet another challenge to the
region’s agriculture industry. Traditional
farming fails in its competitiveness
as rapidly rising land values stifle the
adjustment process.
Farmers retire, taking their knowledge
base with them, often having reduced
their property to a number of smaller
Regional Objectives
lots in different ownerships. This creates
a more complex farming environment
and one that is often compromised
by other competing uses and owner
aspirations. Increasing competitive and
environmental pressures are impacting
on the sustainability of some farm
practices and increasing the appeal
of capital gain through sales and
subdivision.
Regional initiatives to support and
encourage sustainable farming
enterprises need to consider economic,
social and environmental factors
affecting the vulnerability and resilience
of agriculture in the region.
Strategic targets
Investment in services and infrastructure
that support the development of
knowledge, science and technology
industries will significantly enhance
economic development in the region.
As global competitors experience
rapid industrialisation and significant
improvements to economic wealth and
living standards, their capacity to invest
in infrastructure and technology that
drives productivity gains increases.
The region must maintain a comparative
productivity advantage based on higher
skills and more advanced technological
knowledge and infrastructure.
September 2007
Attracting and retaining
business investment
Stronger connections should be built
between local business services firms
in the region and leader firms in central
Melbourne.
New and expansionary investment can
be attracted to the region by offering
stronger services, infrastructure,
technology, climate change and resource
management, regulatory and regional
development approaches.
Ease of access to information and
facilities for existing and prospective
G21 region businesses, including state
of the art information communication
technology infrastructure and content
provision, skilled labour reserves and
regional services provision for employees
is paramount to ensuring the region
remains an attractive location for
business.
Co-ordinated regional marketing should
be undertaken to inform, engage, attract
and retain further investment in the
region.
More information:
G21 Region Research Report 2006, pp. 19-23, 40-41,
56-90
G21 Region Telecommunications Strategy 2006
G21 Region Transport Strategy 2006
2005, pp.6-28
4.4.1: Support the collaborative planning, shared resourcing and
implementation of sustainable economic development projects in the
region.
4.4.2: Ensure land use, service and infrastructure planning and provision
stimulates and supports industry development.
4.4.3: Invest in programs and infrastructure that develop the region’s
Information, Communications and Technology (ICT) capability
4.4.4: Increase capital investment in regional economic infrastructure that
leverages both external sources and the region’s higher than average
proportion of residential property equity.
4.4.5: Work with government and service providers to ensure the supply of
competitively priced utilities to the region.
4.4.6: Achieve annual industry growth rates for the regions top 10 industries
at performance levels higher than the average for regional Australia.
Monitoring our progress - business development:
We will monitor changes in our workforce productivity by industry sector using
indexes available from REMPLAN Data and public and private sector project owners.
Page 81
Direction 5:
Make it happen
FROM VISION TO REALITY
“It’s complicated.
The same political figures who today
kiss the hem of Nelson Mandela in
a time not so long ago were happy
to see him rot forever on Robben
Island.
Saddam Hussein was the friend of
the West, and armed by the West in
the war against Iran. Somalia and
now Zimbabwe can go to hell in a
hand basket because their lack of
resources has no effect on the West.
And there’s the overarching issue
of sustainability. To imagine that
everyone on the planet can aspire to
the lifestyle of JR Ewing at the cost
of the global environment and the
resources of other nations is to live
in a fool’s paradise.
Arm poverty and ignorance with
moral rectitude and hang onto your
hats.
We live in interesting times.”
John Doyle
THE ANDREW OLLE MEDIA LECTURE
Friday, 7 October 2005
Page 82
The challenges and influences of the G21
region are inter-connected with those of
Victoria, Australia and the world.
There’s no longer any doubt, either
scientific or political, that the
greenhouse effect and climate change
are a reality that will affect the
environmental, social and economic
sustainability of every region on the
planet.
From a global context, the G21
region may first appear to be of little
consequence, but when viewed in the
context of regions from a developed
nation, with wealth and resources, the
global relevance and responsibility of
our region’s sustainable development
becomes more apparent.
Of course we also face other challenges
and opportunities that are not unique to
our region such as population growth,
social inequities and economic transition.
What is unique to our region is the G21
framework by which people can come
together to not only plan, but also
implement the initiatives and projects
needed to shape the future of the region.
This plan presents a number of features
to encourage stakeholder support
including a strategy with defined short,
medium and long term objectives and
corresponding priority projects and
programs with collaborative development
pathways.
The strategy provides a context for
regional projects, outlining the long term
nature of many of the initiatives, but also
identifying short term steps for faster
interim results.
Developing a strategic plan is only the
first step in a regional development
process. Ensuring the plan becomes
reality through collaborative project
implementation is central to its success.
G21 is as much a delivery mechanism
as it is a planning model. New and
ground-breaking partnerships with the
Federal and State Government to deliver
components of the plan are already
under development.
CONSISTENT DATA QUALITY
There are significant variations in the
type and quality of data available in
areas such as demographic profiling and
forecasting, socio-economic modelling
and environmental indicators.
In addition, there is an ongoing demand
for updating and accessing regional data
to enable qualified planning and decision
making. Provision of such data for the
region is expensive and time consuming.
Access to consistent and up-to-date
data is required in order to accurately
measure the impact of investment in
programs and projects.
ATTRIBUTION AND CONTROL
Because G21 is a networked alliance of
disparate organisations, the diversity
of sub cultures that make up the
organisation is extensive and complex.
The G21 network boasts a breadth
and depth of expertise and a variety of
individual and group priorities, positions
and interests.
G21 is a melting pot of: government,
bureaucracies, politics, community
interest, self interest, small, medium
and large organisations and people who
are simply passionate about the region.
This plan offers initiatives to navigate
this complex environment and balance
the individual and collective interests of
stakeholders.
The introduction of regional progress
The third horizon:
indicators, from which individual effort
can be measured and acknowledged,
combined with wider collaboration
with the private sector and all levels
of government is designed to increase
attribution and benefits for individuals on
a regional and organisational level.
THE G21 MODEL
G21 is a unique alliance formed to
provide a framework for people and
organisations to come together and work
on regional challenges. Its success relies
on being relevant, delivering outcomes
and ongoing commitment.
Despite its national award-winning
status, the evolving G21 model faces
many challenges and tensions including
issues of authority, independence,
resourcing and perceived benefits.
The plan offers some solutions to these
issues, but it is also critical to further
develop and review the structures,
resources, momentum and commitment
for the Alliance. Such development will
include a review of G21’s governance
structure to maximise opportunities
presented by public and private sector
partnerships which could dramatically
increase resources and funding for
September 2007
regional development initiatives.
The evolution of the role of the G21 Pillar
Groups has seen their areas of attention
broaden from singular to multi-pillar
regional issues. The strategy, projects
and major programs of the G21 Geelong
Region Plan will provide them with a
new framework of strategic reference on
which to base their project development
and collaboration decisions.
Leadership, strong alignment to agreed
priorities and new and innovative ways of
getting things done will be the hallmark
for success of the G21 Geelong Region
Plan and for the Alliance itself.
More information
G21 Annual Report (2004-2005)
G21 Annual Report (2005-2006)
G21 Geelong Region Strategic Plan 2003
G21 Pillar to Pillar magazine (2005-2007), www.G21.
com.au
G21 Region Report 2005
By 2050 the G21 Region will be an international model for successful
whole-of-government, community led regional development with active and
unprecendented private sector involvement and support.
imperative:
We must make our mark as a well informed, creative and innovative region that
encourages fresh thinking and bright new ideas including initiatives to achieve
competitive advantage in attracting outside investment, recruiting and retaining
talent, increasing tourism and increasing political influence.
SUMMARY OF Policies
Policy 5.1:
Influence the way we think and act
Policy 5.2:
Work together to deliver region-wide
community benefits
Policy 5.3:
Use data to plan and measure progress
Page 83
make it happen
Policy 5.1
Influence the way we think and act
Being open to change
Achieving change and gaining the
support of the wider community to
accept and implement actions necessary
to achieve sustainable regional
development is a major opportunity and
challenge for the region.
Each one of the plan’s “Directions”
presents challenges to the status quo
- how things happen now - and requires
new things to occur that are often quite
different to what’s happening today.
Integrating the findings in this plan with
the planning and budgetary processes
of key stakeholders will require
strong leadership and new levels of
co-operation.
Change is needed at all levels. It will
need to occur within: individual lifestyles,
households, business, industry and
government.
Helping people understand and embrace
change will be a hallmark of the plan’s
success.
Regional marketing
How people view our region has a major
impact on whether they live, leave,
relocate, visit, invest, work and how they
describe the region to others. It is as
much about “perceptions” as reality.
A fragmented approach to regional
Page 84
issues can result in an inconsistent
approach to project identification,
research, funding, co-ordination,
implementation and monitoring.
Effectiveness and efficiency of regional
stakeholder marketing initiatives could
be significantly enhanced if opportunities
for collaboration were explored at a
strategic regional level.
The ability to pool, share and exchange
information is increasingly important. It
will bring benefits to the region overall,
as well as the organisations within
it, through reduction of duplication of
marketing initiatives, identification of
regional omissions, consistency and
quality of message and the development
of a regional marketing resource centre
of value to all regional organisations.
Knowledge of market penetration and
reach of regional messages is strong in
some areas but not in others. Further
market research needs to be undertaken
to ensure appropriate marketing support
for the effective delivery of all the
projects and programs of this plan. This
information can then be shared by all
stakeholders through the development
of collaborative regional marketing
processes, resources and customer/
stakeholder relationship management
systems.
The development of the G21 Regional
Marketing Strategy throughout 2006
has highlighted a number of strategic
regional marketing issues that will
require new approaches and strong
collaboration to address.
Strategic marketing gaps
Regional marketing issues were
identified and confirmed through plan
consultation forums and a Regional
Marketing Strategy Workshop. Key
regional organisations were well
represented at all of these forums.
The main issues identified were:
• Marketing leadership and
responsibility is required for growth,
seed capital, championing new ideas
and innovations in regional marketing.
• Perception and/or business analyses
should be undertaken (as required) for
each market segment prior to project
implementation.
• G21 should be used to facilitate/
complement a regional resource
base and leverage State and Federal
Government for more funding.
• There is a need for a consistently used
name and positioning for the region.
• We need to establish protocols to
avoid issues of conflict of interest,
funding and attribution.
• We need to improve communications
and tangible stakeholder commitment
to regional priorities, and
• We need to define and support the role
of the Geelong Central Activity Area in
a regional context.
There is also a need for regional
marketing initiatives that address
disadvantage and the encouragement
of acceptance and diversity (including
explanation of the benefits of increased
migration and youth training) as well as
initiatives that address population growth
management (including explanation of
the benefits of higher density housing).
High priority is placed on environmental
well-being initiatives by all regional
stakeholders, yet current marketing
initiatives do not reflect this.
The highest priority was placed on
“working together effectively”. In order
to achieve this, we need to increase
awareness, understanding, value
perceptions and tangible commitment of
G21 region organisations regarding the
required scope and potential benefits of
regional marketing.
Benefits would include the more
effective use of available marketing
resources in addressing the challenges
identified in this plan.
A co-ordinated regional approach to
strategically targeted, collaborative
Regional Objectives
marketing would also increase regional
marketing funding opportunities and
help to ensure that all G21 Geelong
Region Plan projects and major
programs are supported by appropriate
marketing actions.
New levels of collaboration
If we don’t change the way we think and
act, as individuals, organisations and
as a region, the region will continue to
grow in a way that will be substantially
dictated by external factors and it will not
reach its full potential. A likely outcome
is illustrated as Scenario 1 on page 12 of
this document.
Regions, cities and towns that take
responsibility for and control of their own
destiny flourish and are great places to
live.
Communications, engagement and
integration of activities become
increasingly more important as the size
and breadth of G21 activity grows. The
capacity and willingness of individuals,
groups and organisations to respond is
largely dependent on whether there is
a strong linkage between regional work
and delivering the core roles of their
organisation.
The deliverables of this plan are designed
to increase the relevance of regional
objectives to individual core roles.
New innovative and potentially formal
agreements will be pursued to ensure
the plan has the maximum chance of
success.
More information:
G21 Regional Marketing Strategy 2006
– “5. The Fundamental Importance of Culture”
5.1.1: Develop an environment where visionary leadership, strategic
thinking, change, innovation and creativity is embraced and regarded
as a region-wide strength.
5.1.2: Establish new and innovative ways to integrate the G21 Plan and
activities with the planning and decision making processes of key
stakeholders.
5.1.3: Market and promote the region nationally and internationally as a
preferred place to live, work, visit and invest.
5.1.4: Achieve annual community perception surveys that place all
municipalities in the region in the top quartile for “community
advocacy and representation”.
5.1.5: The region is recognized as the most progressive in Australia for
community leadership and engagement in regional planning, decision
making and project implementation.
Monitoring our progress - changing perceptions and attitudes:
We will monitor changes in our capacity to fund and complete projects of strategic
regional value using indexes available from G21 project owners and funding
agencies.
September 2007
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make it happen
Policy 5.2
Work together to deliver region-wide community benefits
Academics and commentators of ‘new
regionalism’ acknowledge the inherent
benefits of partnerships and alliances
such as G21.
However, they also highlight the
challenge of remaining relevant and
active as well as the low likelihood of
ongoing success due to the tensions
created in the environment in which it
operates.
Evolution of the alliance
G21 is an evolving alliance. Further
change to the structure of the alliance
may need to occur if it is to avoid these
predictions.
The G21 - Geelong Region Alliance
must deliver tangible benefits to all
its stakeholders. In order to do this,
issues of authority, independence and
resourcing must be reviewed, affirmed
and confirmed.
Page 86
The current performance outlook for the
region is stable but generally average
to below average by most indicators
– economy, jobs, incomes, education,
growth and sustainable settlement. The
objectives and projects of this plan are
aimed squarely at being pro-active in
responding to these challenges by the
region taking control of its own destiny.
The region is in a globally competitive
environment. Strong, aligned, well
resourced and well coordinated
initiatives will deliver major change and
significantly improve the performance
outlook for the region. A regional
approach is required to develop and
guide strategies, measure results and
facilitate multi-agency, long-term
solutions for the future of the region.
G21 is an award winning Alliance
model, but it is evolving. Care must be
taken to pursue innovation not only in
project delivery, but also in governance
structures.
New protocols and procedures
Whilst Local Government initiated G21 in
early 2003, it has now clearly signalled
limitations in being able to resource
the projects and programs of this plan
that address population growth, change
and pressures on the economy. These
pressures are influenced by many
external factors and will need strong
financial, in-kind and process support
from all levels of government and
regional organisations.
New structures such as the Victorian
Regional Management Forums have
started and G21 Pillar Groups have
changed, matured and adjusted their
focus and operating arrangements.
In the G21 area the Geelong Indigenous
Community will be establishing a new
representative structure to be known
as a Local Indigenous Network (LIN).
This structure is being developed to
contribute to the State-wide Victorian
Indigenous Representative Arrangement.
Five other Indigenous communities will
establish LINs across the Barwon South
Western Region. These are Heywood,
Hamilton, Portland, Warrnambool
and Framlingham. Collectively the six
Indigenous communities of the G21
region will elect 12 representatives to
form the Barwon South West Regional
Council. Once established the Geelong
Local Indigenous Network will play
an important role in representing
Indigenous people in the G21 process.
The Geelong LIN will provide an effective
and inclusive representative body to
engage in local planning and, in the case
of G21, at the broader regional level.
A collaborative platform to promote
excellence in education and training
in the region will be provided by
establishment of the Education and
Training Leaders Forum which will:
• Promote a Smart Geelong – a better
place to live and learn.
• Increase retention in post compulsory
education.
• Increase the number of tertiary
qualified people.
• Increase advanced skills in the
workplace and community.
• Promote a strong match between
growing economy and knowledge
based Industries and available skills in
the community, and
• Develop a more informed, involved
community.
The plan contains major programs that
will require new project and governance
Regional Objectives
5.2.1: Continuously improve the governance, structures, funding,
consultation, engagement and operating arrangements needed to
secure the region’s future and achieve the G21 region vision.
Table 26.
5.2.2: Develop better ways for the region to work together and engage with
the State and Federal Government.
Our aim is to consistently operate in the
“Strategic Alignment” quadrant.
5.2.3: Recognise and celebrate individual and team contributions to the
region.
5.2.4: Promote excellence in education and training in the region.
5.2.5: Strengthen the strategic development capability of the region through
empowering and supporting local people to implement the objectives,
projects and actions in the G21 Geelong Region Plan.
structures that should be well thought
out and confirmed through consultation
and engagement.
In confirming the regional governance
structure and arrangements, effort
should be made to attract a stronger
Federal Government presence in
the region, including greater federal
involvement in G21 activities and
initiatives.
September 2007
More information:
5.2.6: The region is the most successful in Australia for delivering whole of
government, community based regional planning and development.
G21 Region Report 2 – pages 23-25
Monitoring our progress - relevance and effectiveness of g21:
We will monitor the number, value and participation levels of key funding agencies,
members and volunteers by using indexes available from G21 financial reports, G21
funding agencies and G21 project owners.
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make it happen
Policy 5.3
Use data to plan and measure progress
Are the things that really matter to the
region getting better or worse?
Are the initiatives in the G21 Geelong
Region Plan having the desired effect on
the future of the region over the long term?
A set of indicators have been developed
to measure progress against each of the
policies of this plan. The indicators include
and build on the framework developed for
the first G21 Region Plan 2003 and there is
strong local commitment to the concept.
Much of the data is currently available
through a range of agencies; others will
need to be developed in cooperation
with data ‘owners’. The continued
development, data collection, analysis and
use of indicators for strategic decision
making will require ongoing resources
and collaboration across the region and
with government and non-government
organisations.
Current initiatives
Greenhouse Emissions Data Profile
Imperatives to reduce greenhouse gas
emissions to limit climate change, will
exert strong influence on the region’s
economic and social activities. The need for
abatement will eventually cover all sectors
from agriculture to domestic energy
consumption and attempts to reduce
emissions may well be effected through
legislation or some form of financial
inducement (taxes, trading, emissions
Page 88
permits). This has broad implication for the
region’s industry and agriculture, not to
mention all activities that involve transport,
as energy costs will inevitably rise.
To assess the region’s sensitivity to future
carbon constraints, and take action through
planning to (a) limit this sensitivity, and
(b) capture opportunities stemming from
state/national initiatives, a current profile
of emissions must first be generated. The
profile would include data gathering and
analysis including but not limited to:
• Net power and gas consumption.
• Fuels for transport.
• Waste including conversion to
greenhouse gas.
• Agriculture including fertilizers and
enteric emissions, and
• Estimation of sectoral breakdown for all
of the above.
Demographic Profile & Forecast System
A whole of G21 region web-based platform
for Small Area demographic profiling and
forecasting data that enables Local Area
strategic planning and decision making by
all levels of Government, service providers,
business and the communitybusiness and
the community has been implemented.
The web based system provides data to
facilitate better decision making. It will
increase the potential for investment by
providing a better understanding of the
current and future position of the region to
potential investors. Resources include:
• Locally owned assumptions for growth
and change developed and validated by
each Local Government’s own planning
staff.
• Comparable, consistent and cohesive
data sets providing detailed profiling and
forecasting of 51 Small Areas (SA) within
the G21 region.
• Online graphic user interface (GUI),
search and reporting functions and
compatibility with Microsoft applications
for easy reporting, comparison and
analysis by anyone with access to the
Internet.
• Online aggregation of data sets from
five Local Government Areas to form a
whole of G21 region set for dissection,
comparison and analysis at LGA and SA
levels, and
• Online comparisons and benchmarking
with 30 other Victorian Local
Government Areas (85 nationally).
Regional GIS (Spatial) Datasets
Develop coordinated (spatial) information
data sets that will enable Local Area
strategic planning and decision making by
all levels of Government, service providers,
business and the community across the
G21 region.
Each participating G21 agency has invested
significant resources to capture a range of
spatial information data sets to suit their
own needs. There is potential for further
enhancement to bring these data sets
to a uniform level with the currency and
quality suitable for the future planning and
comprehensive data analysis needed to
support planning.
Core benefits
Current and planned G21 region
sustainability indicators will:
• Measure and report the performance
towards target outcomes of strategic
significance to the G21 Geelong Region
Plan.
• Present information that enables
improved strategic and operational
local area planning and decision making
by all levels of government, service
providers, business and the community.
• Integrate with an online graphic
user interface (GUI), search and
reporting function that is compatible
with Microsoft applications for easy
reporting, comparison and analysis by
anyone with access to the Internet, and
• Enable the annual G21 “State of the
Region Report” to be prepared and
linked with relevant State Government
Indicators.
These initiatives will also provide improved
capacity to deliver timely, consistent and
cohesive responses to data requested by
internal and external stakeholders. This
Regional Objectives
will enable robust proposals to be made
for increased service levels, infrastructure
improvements, enhanced efficiency and
greater clarity for supporting investment
attraction activity where required.
Ongoing cost savings will be achieved by
reducing duplication of data collection and
consolidating the presentation of data and
indicators. These savings should rapidly
recover investment costs associated with
indicator development and publication.
The initiatives will enhance dialogue
between Local Government and other
G21 network members to capture data,
therefore enabling indicators to be
populated. This will grow internal capability
by encouraging information sharing and
collaboration at a local and regional level.
The indicators will allow us to grow
capability in areas of higher value such
as data analysis, strategic planning and
implementation. Removing low value add
data collection and consolidation from
the operating structure of G21 region
organisations improves efficiency and
refocuses scarce resources onto higher
value adding activity.
Requirements
Capturing and communicating high
value strategic management information
effectively, efficiently and to the highest
standards requires a robust allocation of
resources. Implementation requires more
than data collection and presentation.
In addition to significant preparatory
work, highly skilled strategic analysis and
research capability is required due to the
complexity of data and analysis involved
in formulating the output required for key
indicators.
Access to indicators by partners,
Government, community and even media is
critical to ensure they are used to monitor
progress and inform planning and decision
making. A web enabled system will draw
together the indicators. The system will
most likely be aligned to that of a G21
partner to defray costs and utilise existing
resources.
5.3.1: Increase the region’s capacity to use and share research and
sustainability indicators to measure progress and inform planning
and decision making.
5.3.2: Minimise costs and improve the quality and access to regional level
research data.
5.3.3: The regional planning and decision making of Federal, State, Local
Government and regional organisations is based on common, agreed
research and indicators.
5.3.4: The region is recognized as having successfully addressed the
challenges and trends identified through robust, but simple research
that resulted in an ethos of “prevention” rather than “response”
Monitoring our progress - datasets:
We will monitor our progress for each policy of this plan by using the indexes
available from a range of local, state and federal authorities, as outlined in each
policy objectives panel in this strategy.
September 2007
Page 89
Taking Action
The projects
A G21 Geelong Region Plan
(GRP) project can originate from
any regional stakeholder and
must:
• Deliver regional benefits.
• Require multi-agency
collaboration, and
• Address one or more of the
imperatives or objectives of
this strategy.
GRP projects can be divided into
two categories:
A) Independently run projects
that require no assistance
from the G21 alliance, and
B) Projects with a high
priority rating, requiring
development assistance
and pathways for
implementation.
Page 90
1: Regional project definition
Any new or existing region project that
aligns with the G21 Geelong Region Plan
strategy can be nominated by project
leaders via an online submission form
at www.G21.com.au
2: Regional project criteria
• Delivers regional benefits. • Requires multi-agency collaboration,
and • Addresses one or more of the
imperatives or objectives of this
strategy.
3: Regional project database
The web-based Geelong Region Project
database features a variety of search
options and includes projects and major
programs from organisations of the
region that respond to the objectives and
imperatives of this strategy.
Information on the database will be
amended and updated by project leaders
throughout project development and
implementation.
4: Project priority rating
As the strategic value of projects varies,
prioritisation is required to assess where
resources may be best invested.
Priority rating is a collaborative process
and is established against criteria
including:
• Social, environmental and economic
benefits.
• Strategic alignment with objectives
and imperatives of the G21 Geelong
Region Plan.
• Leadership and human resources, and
• Funding commitment.
5: Project development
G21 staff assist with project
development, communications and
preparation by collaborating and
consulting with alliance members
including G21 Pillar and project group
members.
Project ownership always remains
with the auspicing organisation. G21
endorsement acknowledges that the
project is of agreed regional strategic
importance.
6: The role of G21 Pillar Groups
Pillar and project groups include
community members with extensive
expertise in areas including environment,
health and well-being, sport and
recreation, economic development, ITC,
transport, arts, culture and heritage,
lifelong learning and community
strength.
This expertise and experience is
shared and called upon to assist in the
development, endorsement, advocacy
and implementation of regional projects.
7: The role of the G21 Board
The G21 Board includes the Mayor
or CEO of all G21 Councils, plus 5
elected community members. The
Board will endorse projects that have
been developed by project groups for
submission to a variety of resourcing and
support avenues. They will collaborate
with regional peak bodies and other
stakeholders to secure funding and
support for priority regional major
programs and projects.
8: The role of peak bodies
Geelong region peak bodies support
and contribute to priority project
development through advocacy, lobbying
and network communications. Key
peak bodies include the Committee
for Geelong, Chambers of Commerce,
Geelong Business Network, Geelong
Manufacturing Council and the
Australian Industry Group.
9: Implementation pathways
New and existing implementation
pathways will be established andused
by the alliance to secure support and
resources for projects and major
programs. This includes new processes
for State Government engagement.
Project development and implementation pathways
Processes and procedures for
these project development and
implementation pathways will be refined
and formalised with stakeholders upon
endorsement of this strategy.
September 2007
Table 27.
Page 91
Evidence and Reference: documents, strategies, plans and research
is based on robust research,
information and extensive
consultation. The following is a
brief overview of key background
reports to the G21 Geelong
Region Plan. Full copies of all
these reports are available at
www.G21.com.au.
Report One - Regional Context
Examines inter-regional relationships rather
than issues within the region. It provided:
• An overview of the region.
• Past and present indicators and
information relevant to the preparation of a
land use and sustainable growth strategy,
and
• An outlook of key trends relevant to the
preparation of a land use and sustainable
growth strategy.
Key outputs of the report related to:
initiatives.
• Competitive strengths and regional drivers
and constraints, and
• Population growth scenarios for the G21
region.
Report Two - Influences and Challenges
The report identifies the challenges that will
be faced in preparing a plan for the future. It
included detailed issues regarding matters
such as:
• Sustainable land use, urban development
and transport.
• The level of interaction between towns
within the region.
• Land capability and opportunities for
further development in and around existing
towns.
• Infrastructure issues providing
opportunities and constraints for future
growth, and
• The opportunity for towns and localities
around Geelong to further grow and
expand.
The G21 Region Community Survey 2006
• Current economic, social and demographic
trends benchmarked against other
Australian coastal regions.
Prepared by Metropolis Research through a
Victorian Government “Community Support
Fund” grant. The survey of 406 residents and
49 visitors examines the responses to the
range of goals and aims outlined in the initial
draft of the G21 Plan. Key results included:
• Existing state and regional strategies and
• and aims outlined in the initial draft of the
• The vision for the region.
• Community views on the policy of change.
Page 92
G21 Plan. Key results included:
• The top ten priorities for regional
development from the perspective of the
community sample.
• Diversity between the priorities, position
and interests of key segments of the
community, and
• Overwhelming community support
for “protecting and enhancing the
environment”.
The G21 Region Economic Forecasts 2006
was prepared by Monash University Centre
of Initiative Studies and provides economic
(GDP), population and employment forecasts
for the region to 2014.
The G21 Region Marketing Strategy 2006
The G21 Region Research Report 2006
The Strategy provides a detailed direction to
the marketing initiatives required to address
the strategic issues and options presented
in the G21 Region Research Report. Key
recommendations include:
The Report provides a detailed analysis of the
external environment affecting the G21 Region
and identifies the strategic issues and options
crucial to the delivery of the G21 Vision and
Strategy. Key points include:
• The development and implementation
of G21 Region Marketing Positioning
Guidelines, and
• Global socio-economic pressures
impacting the sustainable competitive
position of the region.
• Internal gaps in the region’s capacity to
respond to socio-economic challenges, and
• Creation and agreement of a consistentlyused name for the region.
• The creation of a G21 Marketing Alliance
to prioritise, develop and co-ordinate
collaborative regional marketing projects
identified in the G21 Region Marketing
Strategy and G21 Geelong Region Plan.
• Key opportunities for increasing the
competitive position of the regional
economy.
The Impact of Free Trade Agreements on the
G21 Region 2006 was prepared using LaTrobe
University “REMPLAN 2005” data to analyse
the “natural advantages” of all industry
sectors in the G21 region, within a triple
bottom line framework.
Additional Reference Documents
Australian Bureau of Statistics - CData 2001
Australian Bureau of Statistics - Census 2001 and 2006
Australian Bureau of Statistics - Socio-economic Indexes for Areas (SEIFA) 2001
Barwon Regional Waste Management Group - Regional Waste Survey 2004-2005
Barwon South West Housing Advisory Network 2005
Barwon Water - Water Resource Development Plan 2003
Bellarine Peninsula Strategic Plan 2006-2016
Bureau of Tourism Research - National Visitor Survey and International Visitor Survey 2005
Bureau of Transport and Regional Economics - Focus on Regions No. 1: Industry Structure 2003
Bureau of Transport and Regional Economics - Focus on Regions No. 2: Education, Skills and
Qualifications 2004
Central West Regional Coastal Action Plan - Corangamite Indigenous Vegetation Study 2006
Central West Regional Coastal Action Plan - Corangamite Regional Catchment Strategy 2005
Central West Regional Coastal Action Plan - Landcare Support Strategy 2005
City of Greater Geelong - Economic Indicator Bulletin
City of Greater Geelong - Geelong Transport Strategy 2003
Community Action Plans and Community Surveys
Corangamite Catchment Management Authority - Corangamite Regional Catchment Strategy 20032008
CSIRO Tourism Research, Impact of Sea-level Rise and Storm Surges on Coastal Resorts 2000
Department for Victorian Communities 2005
Department for Victorian Communities, A Fairer Victoria: Creating Opportunity and Addressing
Disadvantage 2005
Department for Victorian Communities, A Fairer Victoria: Strategy 7 (2005)
Department for Victorian Communities, Building Stronger Communities 2004
Department for Victorian Communities, Indicators of Community Strength: a Framework of Evidence
2006
Department of Foreign Affairs and Trade (DFAT)
Department of Human Services - Burden of Disease Data 2001
Department of Human Services - Health and Well-being Strategy
Department of Human Services - Neighbourhood Renewal Education and Learning Strategy
Department of Human Services - Participation and Partnerships Strategy
Department of Infrastructure - Globalisation, Competitiveness and Metropolitan Strategy 2000
Department of Justice -Victorian Family Violence Database 2006
Department of Sustainability and Environment - Bellarine Peninsula Ramsar Site Strategic
Department of Sustainability and Environment - Central Region Sustainable Water Strategy, Action to
2055 (2006)
Department of Sustainability and Environment - Our Environment, Our Future 2005
Department of Sustainability and Environment - Our Water, Our Future 2004
Department of Sustainability and Environment - Port Phillip Bay (Western Shoreline) 2003
Department of Sustainability and Environment - The Great Ocean Road Region Landscape Assessment
Study
Department of Sustainability and Environment - Urban Development Program Annual Report 2006
Department of Sustainability and Environment - Victoria in Future 2004
Department of Sustainability and Environment - Victorian Local Sustainability Accord 2005
Florida, R., The Rise of the Creative Class 2004
G21 Annual Report (2004 – 2005)
G21 Annual Report (2005 – 2006)
G21 Community Strategy Survey Data 2005
September 2007
G21 Geelong Region Plan 2006
G21 Geelong Region Strategic Plan 2003
G21 Pillar to Pillar magazine (2005-2007), www.G21.com.au
G21 Regional Infrastructure Development Plan 2006
G21 Regional Marketing Strategy 2006
G21 Regional Migration Incentive Fund Report 2006
G21 Regional Sports Development Plan 2006
G21 Region Report 2005
G21 Region Report 2
G21 Region Research Report - “5. The Fundamental Importance of Culture” 2006
G21 Region Telecommunications Strategy 2005
G21 Region Transport Strategy 2006
G21 Telecommunications Needs Assessment 2006
Geelong Region Strategic Plan 2003
Global Business Network - Impacts of Climate Change 2007
- Impacts of climate change, 2007
Greater Geelong
Great Ocean Road Region Strategy - A Land Use and Transport Strategy 2004
Growing Victoria Together 2001
Impact of Demographic Change in the G21 Region 2005
“Industrial Land” Department of Sustainability and Environment, Urban Development Program Annual
Report 2004
Laing and Bobic, Economic Costs of Domestic Violence 2002
Local, State and Federal Government Economic Development Strategies (current)
Melbourne 2030
Melbourne University, School of Earth Sciences: CSIRO Atmospheric Research, Sea Level Rise
Projections and Planning in Australia 2002
Monash University Centre of Initiative Studies - Economic Forecast Data 2005
Paramount Pictures 2006, An Inconvenient Truth
Planning for Healthy Communities in the G21 Region 2006 - 2009
Regional Migration Incentive Fund - Research Report 2005
State Disability Plan 2002–2012
Surf Coast Shire - Torquay Jan Juc Structure Plan July 2006
“The Economic Impact of the Port of Geelong 2004/05” (2005)
The Great Ocean Road Region Strategy - A Sustainability Model 2002
The Impact of Demographic Change in the G21 Region 2005
The Impact of Free Trade Agreements on the G21 Region 2006
The Salvation Army
The Stern Review on the Economics of Climate Change 2006
Victorian Auditor-General’s Performance Audit Report on Fire Prevention and Preparedness
Victorian Government - Greenhouse strategy Action Plan Update 2005
Victorian Government Sustainable Water Strategy – Central Region, Action to 2055 (2006)
Victorian Government – Understanding Climate Change
- Understanding Climate Change
Victorian Government - White Paper - Our Water Our Future
Vic Health - Vic Health Position Statement on Health Inequalities 2005:2
Victoria’s Towards Zero Waste Material Efficiency Strategy
Page 93
Acknowledgements
The development of the G21 Geelong
Region Plan was only made possible
through the funding, input and efforts of
partner organisations and their people.
Executive Committee
The G21 Geelong Region Plan team
would like to thank all of the community
members, business representatives,
Councilors, Council staff, agency staff,
regional organisations, G21 Pillar
Groups, G21 Members and others who
have provided information for this
project, participated in meetings and
attended consultation forums.
Enzo Bruscella
Barwon Regional Waste Management
Plan development was guided
by three project groups whose
significant contributions are gratefully
acknowledged:
John Hansen
Geelong Area Consultative Committee
Dennis Brockenshire
Barwon Water
Peter Dawkins
Department of Education & Early Childhood
Development
Duncan Elliott
VicRoads
Kerri Erler
Department of Planning & Community Development
Don Forsyth
Corangamite Catchment Management Authority
Rob Hurley
Department of Education & Early Childhood
Development
Paul Jane
Lenny Jenner
Golden Plains Shire
Neil McQuinn
Surf Coast Shire
Lindsay Allan
City of Greater Geelong
Kay Rundle
Anne-Marie Ryan
Local Learning & Employment Network
Tracey Slatter
Colac Otway Shire
Wendy Allen
Peter Bollen (Chair)
Surf Coast Shire
Cameron Brenton
Richard Sloane
Department of Infrastructure
John Smelt
Department of Sustainability & Environment
Jan Snell
Department of Human Services
Stephen Carthew
Halvard Dalheim
Peter Dorling
Committee for Geelong
Grant Sutherland
Gordon Institute of TAFE
Ian Voigt
Jack Green
Colac Otway Shire
David Madden
Golden Plains Shire
The Project Management Group and G21 Board are
also part of the Execitive Committee.
Kim McGough
G21 Board
Rob McHenry
G21-Geelong Region Alliance
Dr Dennis Brockenshire
Cr David Cotsell
Lawrie Miller
Geelong Chamber of Commerce
Cr Bruce Harwood
Lyndsay Neilson
Michael King
Gary Price
Borough of Queenscliffe
Page 94
Cr Warren Riches
Colac Otway Shire
John Mealia
CFA
Rod Nicholls
Golden Plains Shire
Project Management Group
Peter Reeve
David Harris
Cr Rose Hodge
David Morgan (Chair)
Cr Pat Semmens
Tracey Slatter
Ross Synot
Richard Milne
Regional Development Victoria
Andrew Scott
G21-Geelong Region Alliance
Kate Sullivan
G21 Staff
Chris Balaam
Simone Beekmans
Lisa Bennetto
Rob McHenry
Andrew Scott
David Spear
List of tables
Table 1. Anticipated climate change impacts in the G21 region.
Table 2. Increased potential for extreme weather and biological implications in the G21 region by 2050.
Table 3. G21 region per capita water supply.
Table 4. Potential tidal power of The Rip.
Table 5. Average yearly wind speed in the G21 region.
Table 6. Proportion of total waste by type in the G21 region.
Table 7. Total tonnage deposited to each landfill site in the G21 region.
Table 8. Forecast population growth in the G21 region.
Table 9. Supply and demand for residential land in the G21 region.
Table 10: Major urban growth areas.
Table 11: Urban consolidation scenarios.
Table 12: Estimated greenfields land requirements (hectares).
Table 13: A summary of vacant and designated residential land supply.
Table 14. Current role and function of G21 region settlements.
Table 15. Future growth, role and function of G21 region settlements.
Table 16. Mode of journey to work travel within each municipality.
Table 17. Future employment role and function of G21 region settlements.
Table 18. Retail activity hierachy.
Table 19. Employment node available land.
Table 20. Impacts of oral health.
Table 21. Forecast population and employment growth.
Table 22. Comparative occupation profile proportions.
Table 23. Comparative education profile proportions.
Table 24. Index of skills shortages and skills gaps.
Table 25. Index of value add per employee by industry sector.
Table 26. Strategic alignment of culture/capability/culture/strategy.
Table 27. Project development and implementation pathways.
September 2007
This Plan has been prepared by
Lisa Bennetto, with the assistance
of Rob McHenry, David Spear,
Chris Balaam, Andrew Scott and Simone
Beekmans, for the G21 - Geelong Region
Alliance.
Selected background reports
and consultation events were
conducted with the support of a
consultancy team created jointly
by MacroPlan Australia and
Hansen Partnership.
G21 - Geelong Region Alliance
Ground Floor
199 Moorabool Street
Geelong, Victoria 3220
Australia
Telephone: 03 5227 4000
www.G21.com.au
© G21-Geelong Region Alliance 2007
Page 95
Ground Floor,
199 Moorabool Street,
Geelong, Victoria 3220
Telephone: (03) 5227 4000
Fax: (03) 5224 2594
www.G21.com.au
Evidence and reference
documents are available at
www.g21geelongregionplan.net

A sustainability plan that looks toward 2050 addressing the

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