|
Principal Activity: |
3 |
PROMOTING AND DEVELOPING THE LOCAL ECONOMY |
|
|
Objective: |
3.1 |
ECONOMIC OPPORTUNITIES - to promote, strengthen and diversify the area's
economic base. |
|
|
Strategy: |
3.1.1 |
Actively encourage sustainable employment generation and help strive for
a stronger and more diversified economic base for the Shoalhaven. |
|
|
Task |
Performance Target & Assessment |
Grp.
Dir. |
Annual
Report |
|
2.
ECONOMIC PROMOTION |
|
|
|
|
Continue to actively
promote and market the Shoalhaven as a vibrant regional
business/industrial centre, where a relaxed lifestyle and protection of
the environment are important in attracting new employment generators to
the area.
Access & Equity Action Areas:
All Target Groups- 2.Empowered Communities |
Identify and target
businesses in each quarter through personal visits, trade shows, etc.
|
CS |
Throughout the year the EDO
actively promoted and marketed the Shoalhaven by providing advise and
assistance to over 50 new contacts and in excess of 100 existing
businesses looking to expand and/or relocate to the area. The EDO also
coordinated and administered a range of activities to stimulate
employment generators to the area. These activities included;
The Shoalhaven blueprint
project where over 400 people from industry and the community
collaborated to develop and Action Plan for the economic development of
the area.
The Shoalhaven Business
Awards which provided recognition to businesses from across different
sectors for best practice, including employment generating activities.
|
|
|
|
|
The SCC Exhibition at
Careers EXPOs held throughout the year, with the aim to promote the full
range of careers options available attracting and retaining younger
demographics.
The Shoalhaven Business EXPO
(Shoalhaven on Show), with the aim to demonstrate the range of Council
services and actively promote region as a vibrant regional business
centre
|
|
4.
EMPLOYMENT PROGRAMS FOR THE UNEMPLOYED |
|
|
|
|
Actively participate in
programs to assist the unemployed in to the work force where this is
both feasible and reasonable.
Access & Equity Action Areas:
All Target Groups - 1. Supportive Communities |
Identify and assess schemes
for Council’s involvement and participate where appropriate.
|
GM |
Council has provided
employment opportunities for various community groups and will continue
to explore through working parties to source further opportunities. |
|
5. FOSTER PROFESSIONAL
DEVELOPMENT FOR EXISTING BUSINESSES |
|
|
|
|
Provide support to the
existing Shoalhaven business sector.
|
Arrange collaborative
networking between business operators – At least 4 such meetings each
quarter.
|
CS |
The EDO facilitated a range
of collaborative networks to foster professional development and provide
support to the Shoalhaven business sector. Four Network meetings were
held each quarter, with a combined total of 318 participants in
attendance. The Blueprint Shoalhaven consultative forums and final
summit attracted great community interest with over 500 attendees. |
|
6. ENCOURAGE HOME BASED
BUSINESS ACTIVITY |
|
|
|
|
Investigate and develop
land use policies which will encourage home based business activity
where compatible with the residential environment. |
To be incorporated in Nowra
Bomaderry draft LEP & other amending LEP's where appropriate. |
PL |
To be incorporated into
Nowra Bomaderry draft LEP in appropriate zones following finalisation of
the Structure Plan. |
|
7. ACTIVELY PARTICIPATE IN
REGIONAL ORGANISATIONS |
|
|
|
|
Actively work with SCG
(Southern Councils Group), IRDB (Illawarra Region Development Board),
SEATS (South East Australian Transport Strategy) and others, to ensure
Shoalhaven is part of any “Regional” growth initiatives.
|
Council is represented at
100% of meetings.
|
CS |
Council has been
represented at 100% of meetings conducted by Regional Organisations
throughout 2005/2006 ensuring that Shoalhaven was considered as part of
regional growth initiatives. The regional organisations included;
Auslink
DIPNR
DoP Employment Lands
Committee
Illawarra Regional
Development Board
PHocus
MR92 Committee
SEATS
Sth Cl Group
SCG Organisational
Development Committee
TAFE
|
|
10.
ABORIGINAL BUSINESS SKILLS |
|
|
|
|
Aim to increase Aboriginal
and Torres Strait Islander representation in Local Government.
Access & Equity Action Areas:
Indigenous - 1. Supportive Communities. |
Identify and assess schemes
for Council’s involvement and participate where appropriate for people
in these target groups.
|
GM |
Council continued and will
continue to explore and provide appropriate opportunities as they become
available. |
|
13.
ACCESS TO SERVICES AND INFORMATION |
|
|
|
|
Continue to provide
relevant information and resources to assist unemployed people in job
searching, self-education and recreational materials.
Access & Equity Action Areas:
All Target Groups - 2. Empowered Communities |
Provision of appropriate
technology for developing job applications.
|
CO |
Public PCs are provided at
all branches of Shoalhaven Libraries for use by unemployed people to
prepare job applications, to apply online if required and to source
other information for self education and recreation. |
|
|
Provision of newspapers and
other relevant materials.
|
CO |
Shoalhaven Libraries
continues to provide a range of local, regional and national newspapers
in hard copy and online to assist with job seeking and self-education
for the unemployed. |
|
|
|
|
|
|
Principal Activity: |
3 |
PROMOTING AND DEVELOPING THE LOCAL ECONOMY |
|
|
Objective: |
3.1 |
ECONOMIC OPPORTUNITIES - to promote, strengthen and diversify the area's
economic base. |
|
|
Strategy: |
3.1.2 |
Identify and foster the provision of essential infrastructure to boost
the Shoalhaven's economic competitiveness. |
|
|
Task |
Performance Target & Assessment |
Grp.
Dir. |
Annual
Report |
|
1. IDENTIFY INFRASTRUCTURE
NEEDS |
|
|
|
|
Review and prioritise
infrastructure needs which will increase our competitive edge over other
regional centres.
|
Provide as needed reports
to the Industrial Development & Employment Committee meeting on
Infrastructure of Strategic Importance.
|
CS |
Reports on infrastructure
of strategic importance were reported at each Industrial Development &
Employment Committee meetings conducted in 2005/2006. A total of 40
reports were provided throughout the year, and these reports assisted
with review and prioritisation of infrastructure needs such as;
Princess Highway/MR92
Proposed South Coast
Correctional Facility
Delta Electricity Proposal
Industrial Land Releases
Ports and Boat Harbour
Facilities
|
|
2. MAIN ROAD 92 (Shoalhaven
Highway) |
|
|
|
|
Continue to work with the
State and Federal Governments to construct MR 92 including injection of
funds to accelerate the process.
|
Assist the RTA to secure
necessary approvals and construct the section from Hames Road to
Nerriga.
|
CS |
Throughout 2005/06 Council
has been very active in assisting the RTA with practical implementation
of the approval to construct Main Road 92. This has included
involvement in contract development, tender assessment, practical
construction issues and mitigating impact on local residents. On 24
April 2006 commencement of construction of Stage 2 was marked by a sod
turning ceremony attended by the Prime Minister and representatives from
State and Local Government. |
|
|
Further develop the options
for upgrading of the route west of Nerriga to the Hume and Federal
Highways
|
CS |
Continued work with the
State and Federal Governments to construct MR 92 including application
for funding to accelerate the process beyond Nerriga. Achievements in
2005/2006 include the commenced construction for MR92 23.5km section
between Hames Road and Morton National Park. |
|
4. EXPAND ROLE OF DEFENCE |
|
|
|
|
Implement the Shoalhaven
Defence Strategy in a staged manner.
|
Maintain the effective
operation of the South Coast Defence Network.
|
CS |
Implemented and maintained
a range of defence industry network meetings related to the Defence
strategy. Support also provided to assist development of Defence
industry at AATP, Albatross & HMAS Creswell. |
|
5. INDUSTRIALLY ZONED LAND |
|
|
|
|
Ensure that there is an
adequate supply of land zoned for industrial & commercial use throughout
the Shoalhaven to meet projected demand taking into account the
Employment Lands Strategy being carried out by the Southern Council's
Group. |
Structure plans and Local
Environmental Plans to identify suitable areas for industrial land ahead
of market requirements.
|
PL |
The Draft Nowra Bomaderry
Structure Plan includes specific provision for industrial/commercial
uses and economic viability generally. |
|
6. JERVIS BAY BOATHARBOUR |
|
|
|
|
Continue to work with the
State and Federal Governments to facilitate and fund a Boat harbour
within Jervis Bay.
|
Keep Boat harbour project
within Jervis Bay before the government, industry and investment
community.
|
CS |
Continued work throughout
2005/2006 to keep the boat harbour project within Jervis Bay before the
government, industry, and investment community. This was achieved by:
Presenting reports to IDEC
regarding boat facilities
Consulting with investors
and boating industry to identify additional and improved boating
facilities
Assisting blueprint
Shoalhaven Infrastructure Team to document needs related to boat harbour
in Jervis Bay and align with needs as identified by business and
community stakeholders.
|
|
7. AQUACULTURE |
|
|
|
|
Continue to pressure and
work with the State Government to develop an aquaculture industry within
the Shoalhaven.
|
Have NSW Fisheries complete
an Aquaculture Plan of Management for Shoalhaven Waterways.
|
CS |
Assisted applicant with
preparation of application to establish a mussel farm in Jervis Bay.
Financial assistance arranged with NSW & Fed Govt agencies to assist
applicant in preparing application material. |
|
|
Develop and establish a
South Coast Aquaculture Network.
|
CS |
Continue to pressure and
work with the State Government to develop an aquaculture industry within
the Shoalhaven achieved by;
Partnering with industry
stakeholders to pursue State and Federal grants to support industry
development.
Representing local
interests at meetings with Dept Fisheries
Work with blueprint
Shoalhaven project team to recognise the aquaculture industry as a
potential growth industry in Shoalhaven.
|
|
8. INDUSTRIAL LAND
AVAILABILITY |
|
|
|
|
Ensure that there is an
adequate supply of land for industrial use throughout the Shoalhaven to
meet projected demand.
|
Council maintains a
portfolio of serviced industrial land ready for sale in each of the key
industrial locations, where this is shown to be economic.
|
CS |
In 2005/2006 Council
developed and released a total of 24 blocks of land in Flinders
Industrial Estate (11 Lots) and Woollamia (13 Lots). To date over 50%
of these blocks have been sold or are in the process of being settled.
A steady stream of enquiries has continued throughout the year and with
the recent developments being constructed this has stimulated further
interest in the local area.
|
|
9. REGIONAL ROAD
INFRASTRUCTURE |
|
|
|
|
Review future regional road
infrastructure needs for northern sector of City.
|
Develop 10 Year
Implementation Program by June 2006.
|
CS |
Considerable modelling
preparation has been undertaken throughout the year. However, current
resources have been directed to investigations for major development
proposals. Additional resources will soon be available to progress this
action. |
|
|
|
|
|
Principal Activity: |
3 |
PROMOTING AND DEVELOPING THE LOCAL ECONOMY |
|
|
Objective: |
3.1 |
ECONOMIC OPPORTUNITIES - to promote, strengthen and diversify the area's
economic base. |
|
|
Strategy: |
3.1.3 |
Actively promote tourism and the establishment of a broader range of
tourism opportunities. |
|
|
Task |
Performance Target & Assessment |
Grp.
Dir. |
Annual
Report |
|
1. REVIEW TOURISM MASTER
PLAN |
|
|
|
|
Review the recommendations
and strategies contained within the Tourism Master Plan and determine
key priorities for implementation.
|
Revise the list of actions
and priorities in conjunction with the Shoalhaven Tourism Board for
ratification by Council by end of September quarter.
|
CO |
Latest research has
indicated that baby boomers, still in employment, are increasing their
travel patterns. The growth has seen this demographic grow - from 2.75
million in 1998 to 3.25 million in 2005, across Australia. This
reinforces the Shoalhaven Tourism Board's decision to focus on this
demographic as one of its key market segments.
|
|
3. TOURIST PROMOTION |
|
|
|
|
Continue to widely promote
the Shoalhaven as one of the premier holiday locations in the State.
|
Produce and distribute
informative, clear and good quality promotional material as hand-outs
for the public, media and using the Internet.
|
CO |
The Shoalhaven Tourism
Board is constantly and critically examining its own publications to
keep up to date with modern marketing trends.
|
|
|
Attend and promote at a
minimum of 6 Consumer Shows, etc in potential market areas.
|
CO |
Face to face promotion of
the Shoalhaven at major exhibitions and consumer shows is a tried and
true method of keeping the Shoalhaven active in key market areas. |
|
|
Implement annual action
plan by end of December quarter.
|
CO |
As well as implementing the
Action Plan for 2005-2006 the Shoalhaven Tourism Board has been having
in-depth negotiations with Tourism New South Wales and the South Coast
Regional Tourism Organisation for its Action Plan for 2006-2007. |
|
6. NEW TOURISM MASTER PLAN
|
|
|
|
|
Engage Consultants to
assist in developing a new Tourism Master Plan. |
Develop new Tourism Master
Plan for adoption by Council. |
CO |
The preparation of the
Shoalhaven Tourism Master Plan is proving a substantial task but is
progressing well.
The Plan incorporates
practicable recommendations of the Blueprint Shoalhaven project.
|
|
|
|
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