G21 Geelong Region Plan - a sustainable growth strategy 2007

Baywalk Bollards, Artist Jan Mitchell

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.

G21 is the formal alliance of the government, business and community organisations, working together to improve people’s lives in the Geelong region.

The GeelonG ReGion PlanA SuStAinABle GROwth StRAteGy

Page 2

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.

Messages of Support

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.

G21 CoMMITMENT To ThE INDIGENoUS CoMMUNITyThe 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 VICToRIAThe 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.

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.

JOHN BRUMBY PREMIER OF VICTORIA

ThE GEEloNG REGIoN MAyoRSG21 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

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

G21 REGIoN PRoFIlE (2014)

In 2014, the G21 Region Profile was developed, providing a comprehensive ‘snapshot’ of regional data.

It updates much of the material that is available in this document, and is intended as a supplement to this invaluable reference.

The G21 Region Profile (2014) is available at http://www.g21.com.au/g21-region-profile

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?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.

Why IS IT DIFFERENT?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.

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.

A NEW WAy oF WoRkING ToGEThERThe 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.

PARAllEl DEVEloPMENT PRoCESSESThe 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.

Page 4 The G21 Geelong Region Plan - a sustainable growth strategy

G21 IS AN AllIANCEG21 is the alliance of a variety of independent organisations with a shared vision for the Geelong region.

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.

The alliance is not an authority, it is a collaborative voice for the region that provides:

• Aplatformfortheregiontospeakwithone voice to all levels of government.

• Aforumtodiscuss‘bigpicture’regional issues across interest groups and municipalities.

• Efficiencythroughfacilitatingmulti-agency collaboration and sharing of information and resources.

• Moreresourcesfromalllevelsofgovernment and the private sector through the co-ordination and prioritisation of regional projects, and

• Alignmentoftheobjectivesofmajorregional organisations with those for the sustainability of the region.

FRoM PIllARS To PlANG21 is an evolving alliance.

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.

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.

DEVEloPING ThE PlANThe development of this plan has featured an extraordinary level of consultation.

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”).

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

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.

Executive Summary: Background

September 2007 (2015 reprint) Page 5


A ShARED VISIoNThis plan is a framework for achieving the vision, through sustainable growth, looking towards 2050.

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.”

AN AGREED STRATEGyThe strategy presents regional objectives that respond to the challenges and opportunities the region will face over the next 45 years.

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.

PRIoRITISED PRojECTSThe 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.

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:• Deliverregionalbenefits.• Requiremulti-agencycollaboration,

and• AddressobjectivesoftheG21Geelong

Region Plan.

Accepted regional projects are then prioritised against criteria including:• Social,environmentalandeconomic

benefits.• Strategicalignmentwithobjectivesof

the G21 Geelong Region Plan.• Leadershipandhumanresources,and• Likelihoodoffunding.

The role of G21 in project delivery varies from case to case and often includes:• Lettersofsupport.• Establishmentofprojectteams,

leadership and champions.• Provisionofsupportingresearch

evidence.• Assistanceinbuildingbusinesscases.• assistancewithfundingapplications.• Marketingandmediasupport.• Regionalcommunicationsand

promotion.• Projectmanagement,measurement

and reporting, and• Guidanceandadvice.

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.

Executive Summary: The Outcomes

The only way of finding the limits of the possible is by going beyond them into the impossible.

Arthur C. Clarke


oUR IMPERATIVESThe 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.

1: Make environmental gainsWe 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 wiselyWe 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 learningWe 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 jobsWe 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 opportunitiesWe 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.

NEW PAThWAySNew 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 co-ordination of regional stakeholders for greater efficiencies in advocacy, lobbying and network communications.

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.

RolES AND RESPoNSIbIlTIESThrough further collaboration, a governance model will be defined for the establishment of project implementation policies and procedures. The model will include:

• Aclearsetofrolesandresponsibilities of government departments, local councils, project leaders, key regional organisations and G21 staff.

• Principlesguidingtheinitiationofallprojects claiming to address the plan.

• Guidelinesforproposingandevaluating projects.

• Guidelinesfordeliveringmeasurableresults.

• Reportingrequirements.

• Meansandmeasuresformanagingprogress against the the objectives of the plan.

• Riskmanagement.

• Clearprocessesforfundingconsideration, and

• Communicationresourcesandstrategies.

MoNIToRING RESUlTSIndicators to monitor our progress in achieving the regional objectives have been identified, established and targeted for further development.

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.

Indicator review intervals will be determined and incorporated into the plan’s project governance procedures.

Individual project measures will be determined on a case by case basis.

Executive Summary: Next Steps



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.

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.

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 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.


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)

Population growth will further increase demand on the region’s water resources, waste management practices and available land for housing, industry and employment.

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%morefemalesand3% more males who are

overweight/obese.

• 15.4%morefemalesinthe18-24yearage range who are overwieght/obese.

• 31%morefemalesinthe18-24yearage range who don’t eat the daily recommended serves of fruit.

• 8%more18-24agedpeoplewhoaresmokers.

• 2-3%higherreportedmentalhealthproblems across all sections of the community, and

• 2.2%morewomen,4.6%moremenand 37.5% more young people (18-24 y.o.) who 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.

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)

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 (re-subdivision). 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 short-term focused.

The region boasts many organisations dedicated to

addressing the challenges we face, but their efforts are

hampered by inadequate:

• Consistentregionalindicators.

• Strategicco-ordinationofregionalpriorities.

• Longterm,whole-of-governmentsupport.

• Fundingandresources,and

• Policiesandproceduresforacknowledging and rewarding effort.

our challenges are significant, but so too are our opportunities.

Vision 2050: Scenario 1 - What we want to avoidIf 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:

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12 The G21 Geelong Region Plan - a sustainable growth strategy

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 Sustain-ability and Environment forecast.

The mid-range climate change im-pacts predicted in 2006 have eventu-ated 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 de-pended 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 20% reduction in rainfall has created a critical water short-age, forcing the closure of many farms, business-es and service centres.

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.

38% of people (148,000) are in re-tirement compared to 18% (48,000 people) in 2006 (Australia 29%).

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 hous-ing. 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 hous-ing

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.

Land around Apollo Bay, Torquay, Drysdale/Clifton Springs and Ban-nockburn has been rapidly developed to cope with population growth.

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 educa-tion, health, professional services and technology and a new global industry in transtechnoplasmy (TTP) transport. It appears the potential for a new ma-jor 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 unem-ployment, income

per

head of population has progressively dropped because of the lower (dispos-able) incomes of the significantly older population reliant on superannuation and pensions.

The region has 12 of the top disad-vantaged 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 ser-vice 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.

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, 1951Vision 2050: Scenario 2 - What we want to achieveIf 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 knowl-edge 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 life-style 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 Mel-bourne (30 minutes away) are made by superfastransit.

Inner city living has been boosted by major redevelopment within a 3 km radius of Geelong Central.

With 85% of households hav-ing 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

nature reserves has ensured the survival of a variety of wildlife, despite the increased average temperature and declining rainfall. Extended indig-enous foreshore vegetation has pro-tected 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 interna-tionally 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 Ban-nockburn, 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 green-field land has been used for urban development, this is half the an-ticipated amount of 2006 because of higher dwelling densities.

The region embraced best practice urban design

with internationally recognised suc-cess in reducing use of non-renew-able energy together with reductions in greenhouse gases and water consumption. Innovative programs to protect, manage and restore ecosys-tems and indigenous vegetation lead the fight to minimise the impacts of climate change across Australia.

The Victorian Centre for Innovation and Commercialisation has gener-ated 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 recog-nized 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 re-cently expanded Waterfront Conven-tion Island.

Regional marketing initiatives have generated increased awareness and participation in arts, culture, sport, recreation and education programs and contributed to a dramatic in-crease in community participation in environmental conservation activities.

The Geelong region is internationally renowned for its vibrant, cohesive

community, exceptional physi-cal environment and vigorous economy.

Page 13


Plan structure

Planning to three horizons

Fifty years ago the Internet and the telecommunications revolution were beyond imagination.

bAlANCING CURRENT REAlITy AND FUTURE VISIoNWe 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.

hoRIzoN 1 – Up to 5 yearsThe 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 yearsIn 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 yearsThe 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.


Challenges and Influences

DIRECTION 1: Protect and enhance our environment


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

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.

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.

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.

Climate change is expected to cause an increase in the number of days over 35ºC and longer, more intense droughts.

“Climate Change in the Corangamite Region” describes the following impacts for:

our FarmsWarmer 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.

Farmers may be faced with more weeds and other invasive species as well as changing domestic and international markets.

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

higher if substantial rainfall decreases accompany the warming. This may lead to declines in animal production.

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.

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.



Table 1. Anticipated climate change impacts in the G21 region.

Temperature• Annualwarmingofupto1.4ºCby2030andupto4.3ºCby2070.• Uptoa50%increaseinthenumberofhotsummerdays(over35ºC)by2030

and up to 400% increase by 2070, and• Upto40%reductioninthenumberoffrostdaysby2030andpotentiallyno

frost days by 2070.

Rainfall• Annualrainfalldecreaseslikely(changesof+3to-10%by2030and+10to

-25% by 2070) in all seasons, and• Extremeheavyrainfalleventsmaybecomemoreintense.

Drought• Droughtsarelikelytobecomemorefrequentandlonger,particularlyinlate

winter to early spring.• Dryconditionsthatcurrentlyoccuronaverageoneineveryfivewinter/springs

may increase to up to one in three years by 2030, and• Duetohotterconditions,droughtsarealsolikelytobebecomemoreintense.

Water resources and fire• Increasedevaporationrates.• Driersoillikely,evenifprecipitationincreases.• Decreasedaveragerun-offinstreams,and• Hotter,drierconditionslikelytoincreasebushfirerisk.

Winds, storms and sea level rise•WindsarelikelytointensifyincoastalregionsofVictoria,particularlyinwinter

as a result of more intense low pressure systems. Low pressure systems off the east coast of Australia may become more frequent, and

• Sealevelriseofupto55cmby2070and84cmby2090.

The changes to the region’s climate will have significant effects on biodiversity including:

• Pathogenspromotedbywarmandmoist conditions will threaten forested areas

• Manyrareandthreatenedfloraandfauna species, as well as entire ecological vegetation classes, have low resilience due to fragmentation and will have difficulty adapting to climate change

• Pestsandweedsthrivinginhighlymodified climates at the expense of native vegetation, and

•Wetlandsthreatenedbydryingandincreased 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)

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.

our Coasts Climate change will impact on coastal areas through sea level rise, increased temperatures and changed storm events.

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.

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.

Low lying wetlands are vulnerable to increases in the frequency of flooding.

Source: CSIRO data presented at www.greenhouse.vic.gov.au


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 RESoURCESThe 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)



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 MANAGEMENTConservation 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.

WASTE MANAGEMENTIt 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 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.

More informationBarwon Regional Waste Management Group Barwon Water - Water Resource Development Plan 2003– Regional Waste Survey 2004-2005Flannery, T., We are the Weather Makers 2006G21 Energy from Waste Project ReportG21 Geelong Region Plan – Report 1 [Regional Context] 2006– Report 2 [Influences and Challenges] 2006Victorian Government - Understanding Climate Change www.greenhouse.vic.gov.au- Greenhouse strategy Action Plan Update 2005Victorian Government Sustainable Water Strategy – Central Region, Action to 2055 (2006)Victoria’s Towards Zero Waste Material Efficiency Strategy

SUMMARy oF PolICIESPolicy 1.1:

Respond to the challenge of climate changePolicy 1.2:

Use our water resources more efficientlyPolicy 1.3:

Maintain and restore our natural assetsPolicy 1.4:

Reduce our everyday environmental impactsPolicy 1.5:

Demonstrate environmental leadership

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.


Policy 1.1 Respond to the challenge of climate change

PRoTECT AND ENhANCE oUR ENVIRoNMENT

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.

TransportThe 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

demand for access to services within the region over the next few decades.

Energy supply and demandEnergy conservation must continue to emerge as a regional priority. Conservation initiatives for residents, students, business and industry as well as innovation in environmental (star-rated) 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:

• Biofueldevelopment–Recentannouncement 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-Aproposedpublicprivatepartnership 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 planningClimate 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 managementHigher 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



economy and contribute to a positive environmental image for the region.

biological researchSpecific 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.

More informationBarwon Water - Water Resource Development Plan 2003CSIRO Tourism Research, Impact of Sea-level Rise and Storm Surges on Coastal Resorts 2000Flannery, T., We are the Weather Makers 2006G21 Geelong Region Plan – Report 1 [Regional Context] 2006– Report 2 [Influences and Challenges] 2006Melbourne University, School of Earth Sciences: CSIRO Atmospheric Research, Sea Level Rise Projections and Planning in Australia 2002Victorian Government Sustainable Water Strategy – Central Region, Action to 2055 (2006)

MoNIToRING oUR PRoGRESS - ENERGy SUPPly, DEMAND AND USEWe 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.

hoRIzoN 1 (up to 5 years):

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.

REGIoNAl objECTIVES

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 recom-mendations from the report are to:

• Exploreandencourageincreaseduse of alternative fuels by various industries

• Investigatefurtherdevelopmentofenergy recovery programs from bio-solids, food processing, poultry and piggery industries

• InvestigatethepotentialforEnergyfrom Waste Facilities in the G21 region

• Supportenergyrecoveryinitiativesbyindustry, and

• Developacommunicationsstrategyto 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.


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:

• Populationgrowth

• Climatechanges(CSIROforecastthatstreamflow in the region could be reduced by 6% to 63% by 2055)

• Economicdevelopmentfromwaterreliant industries, and

• Landusechangesandevents(suchasrevegetation, small catchment dams, bushfires).

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.

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.

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 supply-demand balance for each. This balance is achieved by a combination of water conservation and additional supply options including:

• Conservation and efficiency (through greater efficiency by home, commercial and industrial users and maintenance of existing water saving measures)

• Alternativesupply (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

Table 3.



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.

• WaterintheBarwonandMooraboolRiver 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.

• OtwayCoastsystemsarestillwithinsustainable limits but they are generally in sensitive environmental areas, so any additional supplies will need to be “negotiated” with the environment, and

• IncreasedsupplyfromtheGellibrandRiver is not a preferred option in the CRSWS.

Sustainable AgricultureIn 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.

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.

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.


Policy 1.2 Use our water resources more efficiently (continued)

Alternative water suppliesMore 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.

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.

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.

More informationBarwon Water - Water Resource Development Plan 2007G21 Geelong Region Plan – Report 1 [Regional Context] 2006– Report 2 [Influences and Challenges] 2006Victorian Government Sustainable Water Strategy – Central Region, Action to 2055 (2006), pp. 75-80



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.


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.

REGIoNAl objECTIVES




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 CoastThe 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.

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 AreasMore 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.

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 ever-increasing urban fringe provides another challenge to rural areas.

WaterwaysThe 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

vegetation has resulted in widespread erosion and sedimentation problems in waterways producing siltation, nutrient enrichment and a number of outbreaks of algal blooms.

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.

Urbanisation has generated high levels of nutrients and toxins particularly from stormwater systems.

biodiversityClimate 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

Policy 1.3 Maintain and restore our natural assets



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

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 informationCentral West Regional Coastal Action Plan– Corangamite Regional Catchment Strategy 2005– Corangamite Indigenous Vegetation Study 2006– Landcare Support Strategy 2005Corangamite Catchment Management Authority – Corangamite Regional Catchment Strategy 2005– Corangamite Indigenous Vegetation Study 2006– Landcare Support Strategy 2005Department of Sustainability and Environment - Port Phillip Bay (Western Shoreline) 2003- Bellarine Peninsula Ramsar Site StrategicFlannery, T., We are the Weather Makers 2006G21 Geelong Region Plan – Report 1 [Regional Context] 2006– Report 2 [Influences and Challenges] 2006Global Business Network- Impacts of Climate Change 2007

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.


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.

REGIoNAl objECTIVESPRoTECT AND ENhANCE oUR ENVIRoNMENT

Policy 1.4 Reduce our everyday environmental impacts

Renewable energy 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.

Minimise wasteThe 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.

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

Table 4.

Table 5.



Data Source: Barwon Region Waste Management Group, 2005

REGIoNAl objECTIVES

designs/retrofits can be applied to properties of low income families in order to minimise energy use and costs.

More informationBarwon Regional Waste Management Group – Regional Waste Survey 2004-2005G21 Energy from Waste Project ReportG21 Geelong Region Plan – Report 1 [Regional Context] 2006– Report 2 [Influences and Challenges] 2006Victoria’s Towards Zero Waste Material Efficiency Strategy

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.


1.4.4: Use innovative waste and energy systems and technologies to position the region as a leader in resource management performance.


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


1.4.1: Ensure the region remains in the national top quartile of performance in waste minimization, reuse and recycling.

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).

1.4.3 Increase support for the development and use of renewable energy.

Table 6.

Table 7.



Policy 1.5 Demonstrate environmental leadership

The G21 Geelong Region Plan 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 locallyThe 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.

Acknowledge the issuesThe 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.

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.

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.

Research, targets and measuresEnvironmental 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.

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:

• Establishprotocolsbetweenlevelsof government for the funding of environmental management and enhancement programs

• Prepareguidelinesforapplyingatriple 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

• Establishenvironmentalbenchmarksfor the region and continually monitor them in order to assess our move towards sustainability

• Determinethepercapitaecologicalfootprint of the region compared to other national and international cities and monitor and report how this changes over time, and

• Initiateasustainabilityauditprogram that can be used to identify opportunities for existing sectors of the economy, or existing individual operations or premises, to achieve more sustainable outcomes.

CollaborationEnvironmental 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.

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



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:

• Buildingasharedunderstanding

• Establishingsharedlocalgoalsandpriorities

• Pursuingalignmentandcooperationin project and service delivery

• Developinglongtermstrategicresource allocation and funding, and

• Improvingproceduresforregular,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.

CommunicationThe road to environmental sustainability can appear inhospitable and impossibly long. It is important to balance accurate information with examples of progress.

Calls to action must be relevant to our region, practical, logical and ultimately achievable.

RecognitionEnvironmental 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.

More informationFlannery, T., We are the Weather Makers 2006G21 Energy from Waste Project ReportG21 Geelong Region Plan – Report 1 [Regional Context] 2006 – Report 2 [Influences and Challenges] 2006Paramount Pictures 2006, An Inconvenient TruthThe Stern Review on the Economics of Climate Change 2006Victoria’s Towards Zero Waste Material Efficiency Strategy

MoNIToRING oUR PRoGRESS - ENVIRoNMENTAl lEADERShIP:We will monitor success in environmental leadership through setting and acheiving agreed regional environmental targets.

hoRIzoN 1 (up to 5 years):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.

hoRIzoN 2 (5 to 20 years): 1.5.3: harness the will, policy and resources of the public and private sector

to provide regional environmental leadership.

hoRIzoN 3 (beyond 20 years):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.

REGIoNAl objECTIVES




DIRECTION 2: Create sustainable settlements

PoPUlATIoN ChANGEThe 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.

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 ChoICESThere 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 lIVEPeople 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

Table 8.

The G21 Geelong Region Plan - a sustainable growth strategy


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 inter-generational and cultural experiences, will become increasingly important as the population diversifies and ages.

AVAIlAbIlITy oF lANDWith 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 lAND57,000 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


Challenges and Influences (continued)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.

Land requirements include:• Residential(homesites)• Community(openandcommunity

spaces)• Industrial• Commercial• Agricultural,and• Environmentalhabitatlinkages.

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:• Tourismandrecreationinrural

locations• Employmentlandinruralareas• Equestrianactivities• Agricultureonruralland• Populationgrowthandurban

expansion• Intensiveagriculture,animal

industries and aquaculture• Useofrecycledwater,and• Protectingenvironmentalfeaturesand

landscapes.

bENEFITS oF PoPUlATIoN CoNCENTRATIoNA “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 well-being 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 ChANGEAnticipated 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 2006-2016CSIRO Tourism Research, Impact of Sea-level Rise and Storm Surges on Coastal Resorts 2000Flannery, T., We are the Weather Makers 2006G21 Geelong Region Plan – Report 1 [Regional Context] 2006– Report 2 [Influences and Challenges] 2006Greater Geelong Melbourne University, School of Earth Sciences: CSIRO Atmospheric Research, Sea Level Rise Projections and Planning in Australia 2002Surf Coast Shire – Torquay Jan Juc Structure Plan July 2006


Minimise the amount of land used for urban developmentPolicy 2.2:

Create a network of well designed, safe and healthy communitiesPolicy 2.3:

Achieve efficiency in people and freight movementPolicy 2.4:

Provide land for industry and commerce

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.



Policy 2.1 Minimise the amount of land used for urban development

CREATE SUSTAINAblE SETTlEMENTS

Available landIt 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.

Some 3,800 hectares of that land is located in the rapidly growing south-eastern 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.

Infill and housing densitiesThere 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.

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 choiceA 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.


CREATE SUSTAINAblE SETTlEMENTSTable 9


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 By 2031 By 2051

Low Density Medium Density Higher Density Low Density Medium Density Higher Density

Forecast demand (DSE) hectares 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.

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.

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 13: A summary of vacant

and designated residential land

supply.

Regional towns and centresOutside 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.

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.

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.

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.

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.



REGIoNAl objECTIVES

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.


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.

Policy 2.2 Create a network of well-designed, safe and healthy communitiesThe 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 designBest 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.

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 neighbourhoodsPrevious 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 populationSignificant growth in the population coupled with a real increase of over 100,000additionalpeopleinthe65+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 centresThe 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.



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.

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 landRural 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.

REGIoNAl objECTIVES

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.


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.




Current Role & FunctionlegendRural District (less than 100) – a small cluster of houses located in non-urban zones. Electricity is typically the only available utility.

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.

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.


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 South-west. Avalon Airport and Jetstar have opened up domestic and international tourism and business access to the region.

Freight connectionsThe 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

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.

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.

Dependence on carsCurrent 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.

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.

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 optionsWith increased services, rail travel to Melbourne is an accessible option that has potential for growth, along with inter-regional public transport imperatives including:

• Decreasingtheproportionofalltripsthat contribute to motor vehicle traffic and road congestion

• Reducingfreightandtransportationcosts

• Minimisinggreenhousegasemissionsand impact on climate change

• Reducinganticipateddemandonexisting and future road infrastructure, and

• Increasedviabilityforalternativetransportation solutions.

In the short to medium term it is unlikely that the community can afford high volume public transport services in every

Table 16: Mode of travel for journey to work within each municipality

Mode of Travel 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



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.

More information: G21 Geelong Region Plan – Report 1 [Regional Context] 2006 – Report 2 [Influences and Challenges] 2006

REGIoNAl objECTIVES

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.


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.



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 landThe 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%.

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 GeelongThere 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 AirportThe 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 growthOver 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



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

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.


Policy 2.4 Provide land for industry and commerce (continued)Table 18.



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.

REGIoNAl objECTIVES


2.4.1: Provide for employment land in new urban development plans to achieve a job capacity target of 30% of the new population.

2.4.2: Stimulate regional economic development and jobs growth by providing appropriate, accessible and well serviced industrial and commercial development land.


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.

Table 19. Employment node available land*

Employment Node hierarchy Employment Node Available land (ha)

Employment Node Role and Function

Regional Employment Centre

Central Geelong 289 Retail / Commercial / Educational

Avalon Airport ›1,000 Industrial / Commercial / Limited Retail

Geelong Port 29 Industrial

Sub-Regional Employment Centre

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 Retail / Commercial / Industrial

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 Retail / Commercial / Industrial

Town Centre

Anglesea n/a Retail / Commercial

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.




DIRECTION 3: Strengthen our communities

CAPACITy bUIlDINGThe 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.

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 EqUITyBasic 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.



DISADVANTAGEDisparity 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.

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.

DIVERSITyThe 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 well-being in the region.



Challenges and Influences (continued)hEAlThAccording 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 18-24 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.

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.

EDUCATIoNThe 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 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.

ARTSThe 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.

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).

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.

CUlTURE AND hERITAGEAppreciation and celebration of the heritage of the region and the diverse cultures that influence its development is an essential element of a thriving region.

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.



More informationABS Socio-economic Indexes for Areas (SEIFA)Barwon South West Housing Advisory Network 2005Community Action Plans and Community SurveysDepartment of Human Services (DHS) Burden of Disease Data 2001Department of Sustainability and Environment (DSE), Victoria in Future 2004G21 Community Strategy Survey Data 2005G21 Geelong Region Plan – Report 1, 2005, p. 12– Report 2, 2006, pp. 65-68G21 Region Research Report 2006Jesuit Study of Community Resilience 2004The Salvation Army


build strong and safe communitiesPolicy 3.2:

Encourage healthy, active, learning lifestylesPolicy 3.3:

Increase appreciation of diversity, arts and culturePolicy 3.4:

Improve access to services, infrastructure, education and housingPolicy 3.5:

Address disadvantage

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.

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.


Policy 3.1 build strong and safe communities

STRENGThEN oUR 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.

SafetyResearch 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.

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 violenceIn 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.

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

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 co-ordinating better service responses to victims and perpetrators of violence.



Children and young peopleWhilst 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.

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 communicationsEffective links between personal, community and governance networks delivers improved health and well-being, 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:

• Closepersonalnetworks 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.

• Associationalandcommunitynetworks 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.

• Governancenetworks 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.


Policy 3.1 build strong and safe communities (continued)

Disaster managementInvesting 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.

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.

bushfireThe geography, vegetation and climate of Victoria makes it one of the most wildfire-susceptible regions of the world.

According to the Victorian Auditor-General’s Performance Audit Report on Fire Prevention and Preparedness, the most severe fire weather occurs in the south-eastern and south-western 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.

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.

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.

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.

Wildfire management involves 4 broad activities:•prevention – reducing the risk of a

wildfire starting•preparedness – ensuring that

firefighting agencies and wildfire-prone 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 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:• Providingleadership,direction

and support as regional advocates to existing community safety and strengthening committees across the five G21 municipalities.

• Promotingandencouragingcommunity participation and ownership in the identification and treatment of risks, through volunteerism.

• Engagingcommunitiestoensurelocalknowledge is integrated into local solutions, and

• Empoweringcommunitiestosafelyand 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



Group of Brigades to develop and trial a community development model. The key objectives of this trial include:• Buildingvolunteerskillsand

knowledge• Involvingexistingandrecruitingnew

volunteers from a diverse background and experience based on the broader role broader membership concept, and

• Workingwithandeducatingvulnerable communities to achieve self reliance, resilience and sustainability.

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:• Improvingthesafetyoftourists

on days of high wildfire risk by influencing their behaviour and decision making

• Improvingthepreparednessoftouristproviders for a wildfire event

• Increasingtheresilienceofthetourism industry to respond to and recover from a wildfire event, and

• Strengtheninglocalcommunitycapacity and input into prevention and preparedness decision making.

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.

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.

More informationColac Otway Shire and Deakin University Municipal Public Health Plan Indicators Project 2004Department for Victorian Communities 2005Department for Victorian Communities, A Fairer Victoria: Creating Opportunity and Addressing Disadvantage 2005Department for Victorian Communities, Building Stronger Communities 2004Department for Victorian Communities, Indicators of Community Strength: a Framework of Evidence 2006Department of Human Services - Neighbourhood Renewal Education and Learning Strategy- Participation and Partnerships Strategy- Health and Well-being StrategyDepartment of Justice -Victorian Family Violence Database 2006Laing and Bobic, Economic Costs of Domestic Violence 2002Victorian Auditor-General’s Performance Audit Report on Fire Prevention and Preparedness

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.

REGIoNAl objECTIVES

hoRIzoN 1 (up to 5 years):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.

hoRIzoN 2 (5 to 20 years): 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.



Policy 3.2 Encourage healthy, active, learning lifestyles

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 environmentsThe 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 5-7ºC 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.

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 socio-economic 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:• Preparingforpopulationchange• Communitystrengtheningandsocial

inclusion• Healthyactivetransport• Physicalactivityandhealthyeating,

and • Betteraccesstoservices,facilities

and infrastructure for people of all abilities.

Physical activity, healthy eatingEating 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:• Providingaphysicalandnatural

environment that encourages and supports both structured and non-structured physical activity through the provision of a range of open spaces within safe, comfortable walking distances of local neighbourhoods

• Workinginpartnershipwithotherservice providers to align activities/service development with broader strategies to promote physical activity

• Providingarangeoffacilitiestocreateactive recreation opportunities for children and youth, and

• Supportingandencouraginghealthyfood choices.

oral healthPlanning 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.



Policy 3.2 Encourage healthy, active, learning lifestyles

Mental healthThere 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 preventionSuicide 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.

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 CareCare 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 learningEducation is associated with raised health awareness and improved self-care, 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.



More information:Colac Otway Shire and Deakin University Municipal Public Health Plan Indicators Project 2004Department for Victorian Communities, A Fairer Victoria 2005Department for Victorian Communities, Building Stronger Communities 2004Department for Victorian Communities, Indicators of Community Strength: a Framework of Evidence 2006DHS Neighbourhood Renewal Education and Learning Strategy/ Participation and Partnerships Strategy/Health and Wellbeing Strategy G21 Regional Sports Development Plan 2006G21 Regional Infrastructure Development Plan 2006Planning for Healthy Communities in the G21 Region 2006-2009

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.

REGIoNAl objECTIVES

hoRIzoN 1 (up to 5 years):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.

hoRIzoN 2 (5 to 20 years): 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.

hoRIzoN 3 (beyond 20 years):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.



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”.

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 opportunitiesParticipation 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



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.

DiversityCultural 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,

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 2004Florida, R, The Rise of the Creative Class 2004G21 Geelong Region Plan – Report 2, 2006, pp. 66-68G21 Region Research Report 2006, pp. 70-77, 24-29G21 Skills Strategy Task Force Research 2006Planning for Healthy Communities in the G21 Region 2006-2009Regional Migration Incentive Fund (RMIF) Research Report 2005

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.

REGIoNAl objECTIVES

hoRIzoN 1 (up to 5 years):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.

hoRIzoN 2 (5 to 20 years): 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.

hoRIzoN 3 (beyond 20 years):3.3.7: Embrace, encourage and promote diversity as a core component of the

social, cultural and economic well-being in the region.



Policy 3.4 Improve access to services, infrastructure, education and housing


Service and Infrastructure PlansHigh 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

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 PlansThere 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:

• Theprojectmeetsthesustainabledevelopment criteria set out in this plan, and

• Theproponentsarewillingtoenterinto agreements to bear the cost of accelerating the provision of infrastructure and services.

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 co-ordinate 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.



Available and affordable housingWhilst 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 non-English 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.

Sport and recreation facilitiesRecreation 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). Thehigherproportionofthoseaged55+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.

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.

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.

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 non-competitive, passive and informal leisure opportunities.

Sustainable transportAs 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.

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.


Policy 3.4 Improve access to services, infrastructure, education and housing (continued)ICTInformation Communication Technology (ICT) is an increasingly important avenue of access and communication for business and personal pursuits.

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.

Education and trainingThere 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.

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.

health and support servicesAddressing 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.

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”.

People with disabilitiesThe 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.

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.



Disability Legislation 2006 provides for:

• Astrongerwhole-of-government,whole-of-community response to the rights and needs of people with a disability, and

• Aframeworkfortheprovisionofhighquality 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 co-ordinates 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

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) 2001Barwon South West housing Advisory Network 2005Department for Victorian Communities, A Fairer Victoria: Strategy 7 (2005)G21 Geelong Region Plan – Report 1, 2005, p.12G21 Geelong Region Plan – Report 2, 2006, pp. 65-68 G21 Region Research Report 2006Jesuit Study of Community Resilience 2004State Disability Plan 2002–2012, p.11The Salvation ArmyVic Health - Vic Health Position Statement on Health Inequalities 2005:2

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.

REGIoNAl objECTIVES

hoRIzoN 1 (up to 5 years):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.

hoRIzoN 2 (5 to 20 years): 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.

hoRIzoN 3 (beyond 20 years):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.



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.

AssessmentSocial 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:• GeelongWest(999)• ColacOtwaycentral(980)• GeelongEast(963)• Corio(914)

Advantage/Disadvantage; relative income levels and the proportion of people living in the study area who work in skilled occupations:• CentralGeelong(997)• BellarinePeninsula(995)• GeelongWest(994)• ColacOtwaySouth(974)• GoldenPlainsSouthEast(967)• ColacOtwayNorth(955)• GoldenPlainsNorthWest(945)• GeelongEast(929)• ColacOtwayCentral(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)• CentralGeelong(976)• GeelongWest(973)• BellarinePeninsula(971)• SurfCoastWest(969)• GoldenPlainsSouthEast(958)• GeelongEast(950)• ColacOtwayNorth(949)• GoldenPlainsNorthWest(938)• Corio(935),ColacOtwaySouth(926)• ColacOtwayCentral(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:

• GoldenPlainsSouthEast(955)• ColacOtwayNorth(951)• GoldenPlainsNorthWest(947)• ColacOtwayCentral(930)• GeelongEast(914)• Corio(890)

Disadvantaged groups:• Indigenouspeople,• Peoplewithadisability,and• Peoplewithmentalhealthissues.

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.

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.

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 low-income 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).



opportunitiesThe 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.

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: ABS Socio-economic Indexes for Areas (SEIFA) 2001G21 Geelong Region Plan – Report 1, 2005, p.12G21 Geelong Region Plan – Report 2, 2006, pp.65-68G21 Region Research Report 2006, pp.70-77 Jesuit Study of Community Resilience 2004

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.

REGIoNAl objECTIVES

hoRIzoN 1 (up to 5 years):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.

hoRIzoN 2 (5 to 20 years): 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.

hoRIzoN 3 (beyond 20 years):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.




DIRECTION 4: Refocus our economy

ECoNoMIC FoRECASTSForecasts 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

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.

FREE TRADE AGREEMENTSMovement 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.

INDUSTRy TRANSITIoNAs 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.

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.

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.

SkIllS ShoRTAGESSkill 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.

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 ChANGEThe 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


DIRECTION 4: Refocus our economy

the impact of skills shortages as people choose to work part time or retire from the workforce altogether.

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.

ClIMATE ChANGEThe 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

major implications for other sectors of the G21 region economy, particularly manufacturing and transport industries.

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.

The investigation into the potential impacts of climate change on the sustainability of our region is an economic and environmental priority.

More informationDepartment of Foreign Affairs and Trade (DFAT)Department of Sustainability and Environment – Victoria in Future 2004G21 Geelong Region Plan – Report 1, 2005G21 Geelong Region Plan – Report 2, 2006G21 Regional Migration Incentive Fund Report 2006G21 Region Research Report 2006G21 Skills Strategy Taskforce Research 2006Impact of Demographic Change in the G21 Region 2005Latrobe University REMPLAN Data 2005Monash University Centre of Initiative Studies (COPS) - Economic Forecast Data 2005Reserve Bank of Australia - Chart Pack 2006The Impact of Free Trade Agreements in the G21 Region 2005The Stern Review on the Economics of Climate Change 2006


Respond to global competitionPolicy 4.2:

Improve industry efficiency, innovation and commercialisationPolicy 4.3:

Reduce skills gaps and shortagesPolicy 4.4:

Improve the operating environment for business

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.


Policy 4.1 Respond to global competition

REFoCUS oUR ECoNoMy

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 trendsThe 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.

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 opportunitiesThe 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:

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.

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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.

Environment and communityThere 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. 90-91Latrobe University REMPLAN Data 2005Local, State and Federal Government Economic Development Strategies (Current)Monash University Centre of Initiative Studies (COPS) - Economic Forecast Data 2005 The Impact of Free Trade Agreements in the G21 Region 2005, pp. 8-28The Stern Review on the Economics of Climate Change 2006

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.

REGIoNAl objECTIVES

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.

hoRIzoN 2 (5 to 20 years): 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.

hoRIzoN 3 (beyond 20 years):4.1.7: Sustain a diversified regional economy characterised by knowledge-

based, 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.


Policy 4.2 Improve industry efficiency, innovation and commercialisation

InnovationThe 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 know-how 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.

CommercialisationCommercialisation 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

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 developmentTo 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• HealthandCommunityServices• FinancialandInsuranceServices• CommunicationTechnologyServices,

and• PropertyandBusinessServices.

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:• AdvancedManufacturing• PersonalServices• AgriculturalCropsandAgricultural

Services• Tourism(accommodation,cafesand

restaurants)• Tourism(culturalandrecreational

services)• ViticultureandWineMaking;• Aquaculture• Non-MetalMineralproducts,and• AerospaceTechnology.

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:

• ForestryandLogging

• WoodandWoodProducts

• Paper/PrintingandPublishing

• FabricatedMetalProducts,and

• Beef,Sheep,Pig,PoultryandDairyFarming.

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 TechnologyThere is a need to improve the Information Communication Technology (ICT) capability,


REFoCUS oUR ECoNoMy

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 implicationsAnticipated 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.

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: Flannery, T., We are the Weather Makers 2006G21 Geelong Region Plan – Report 1, 2005, pp. 24-26G21 Region Research Report 2006, pp. 12-18, 40-41G21 Telecommunications Needs Assessment 2006Latrobe University REMPLAN Data 2005Monash University Centre of Initiative Studies (COPS) - Economic Forecast Data 2005Reserve Bank of Australia - Chart Pack 2006The Impact of Free Trade Agreements in the G21 Region 2005, pp. 6-37The Stern Review on the Economics of Climate Change 2006

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.

REGIoNAl objECTIVES

hoRIzoN 1 (up to 5 years):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.

hoRIzoN 2 (5 to 20 years): 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.

hoRIzoN 3 (beyond 20 years):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.


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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 gapsHowever, 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.

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, VictoriaandAustralia(+3%,+2%,+2%).

opportunitiesHowever, the region also has a higher percentage of vocational education qualifiedresidents(+2%,+1%,+0%)andtradepersons(+8%,+7.5%,+7.5%).Theinterest 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

Table 22. Table 23.


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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

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 StrategyG21 Geelong Region Plan – Report 1, 2005, pp.18-19, 25 – Report 2, 2006, pp. 32-33, 39, 50G21 Regional Migration Incentive Fund (RMIF) Report 2006G21 Region Research Report 2006, pp.19-24, 40-41, 56-77G21 Skills Strategy Taskforce Research 2006

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.

REGIoNAl objECTIVES


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.


4.3.5: Achieve and maintain a higher than average education and skills profile for the region as compared to Victoria and Australia.

Table 24.


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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.

CapabilityEqually, if not more important, is to understand and further develop the “internal” factors needed to sustain the economy. These factors can be grouped as:

• NaturalResources-landuse,environment and use of resources (Direction 1 & 2).

• HumanCapital-people,demographics, skills, education and social profile (Direction 3), and

• PhysicalCapital-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).

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.

Sustainable AgricultureThe significant challenges facing agriculture in relation to sustainable water supply are discussed in Policy 1.2:

Use our water resources more efficiently.

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.

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

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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 targetsInvestment 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.

Attracting and retaining business investmentStronger 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, 56-90G21 Region Telecommunications Strategy 2006G21 Region Transport Strategy 2006The Impact of Free Trade Agreements in the G21 Region 2005, pp.6-28

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.

REGIoNAl objECTIVES

hoRIzoN 1 (up to 5 years):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

hoRIzoN 2 (5 to 20 years): 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.

hoRIzoN 3 (beyond 20 years):4.4.6: Achieve annual industry growth rates for the regions top 10 industries

at performance levels higher than the average for regional Australia.


REFoCUS oUR ECoNoMy

DIRECTION 5: Make it happen

FRoM VISIoN To REAlITyThe 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 qUAlITyThere 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 CoNTRolBecause 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


“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


DIRECTION 5: Make it happen

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 MoDElG21 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

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 informationG21 Annual Report (2004-2005)G21 Annual Report (2005-2006)G21 Geelong Region Plan – Report 1 [Regional Context] 2006– Report 2 [Influences and Challenges] 2006 G21 Geelong Region Strategic Plan 2003G21 Pillar to Pillar magazine (2005-2007), www.G21.com.auG21 Region Report 2005


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

ThE ThIRD hoRIzoN: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.


Policy 5.1 Influence the way we think and act

MAkE IT hAPPEN

being open to changeAchieving 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 marketingHow 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

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 gapsRegional 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:• Marketingleadershipand

responsibility is required for growth, seed capital, championing new ideas and innovations in regional marketing.

• Perceptionand/orbusinessanalysesshould be undertaken (as required) for each market segment prior to project implementation.

• G21shouldbeusedtofacilitate/complement a regional resource base and leverage State and Federal Government for more funding.

• Thereisaneedforaconsistentlyusedname and positioning for the region.

• Weneedtoestablishprotocolstoavoid issues of conflict of interest, funding and attribution.

• Weneedtoimprovecommunications

and tangible stakeholder commitment to regional priorities, and

• Weneedtodefineandsupporttheroleof 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


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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 collaborationIf 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 2006G21 Region Research Report 2006 – “5. The Fundamental Importance of Culture”

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.

REGIoNAl objECTIVES

hoRIzoN 1 (up to 5 years):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.

hoRIzoN 2 (5 to 20 years): 5.1.4: Achieve annual community perception surveys that place all

municipalities in the region in the top quartile for “community advocacy and representation”.

hoRIzoN 3 (beyond 20 years):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.


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 allianceG21 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.

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 proceduresWhilst 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:

• PromoteaSmartGeelong–abetterplace to live and learn.

• Increaseretentioninpostcompulsoryeducation.

• Increasethenumberoftertiaryqualified people.

• Increaseadvancedskillsintheworkplace and community.

• Promoteastrongmatchbetweengrowing economy and knowledge based Industries and available skills in the community, and

• Developamoreinformed,involvedcommunity.

The plan contains major programs that will require new project and governance


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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.

More information: 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.

REGIoNAl objECTIVES

hoRIzoN 1 (up to 5 years):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.

5.2.2: Develop better ways for the region to work together and engage with the State and Federal Government.

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.

hoRIzoN 2 (5 to 20 years): 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.

hoRIzoN 3 (beyond 20 years):5.2.6: The region is the most successful in Australia for delivering whole of

government, community based regional planning and development.

Our aim is to consistently operate in the “Strategic Alignment” quadrant.

Table 26.


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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 initiativesGreenhouse Emissions Data ProfileImperatives 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

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:

• Netpowerandgasconsumption.

• Fuelsfortransport.

• Wasteincludingconversiontogreenhouse gas.

• Agricultureincludingfertilizersandenteric emissions, and

• Estimationofsectoralbreakdownforallof the above.

Demographic Profile & Forecast SystemA 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:

• Locallyownedassumptionsforgrowthand change developed and validated by each Local Government’s own planning staff.

• Comparable,consistentandcohesivedata sets providing detailed profiling and forecasting of 51 Small Areas (SA) within the G21 region.

• Onlinegraphicuserinterface(GUI),search and reporting functions and compatibility with Microsoft applications for easy reporting, comparison and analysis by anyone with access to the Internet.

• Onlineaggregationofdatasetsfromfive Local Government Areas to form a whole of G21 region set for dissection, comparison and analysis at LGA and SA levels, and

• Onlinecomparisonsandbenchmarkingwith 30 other Victorian Local Government Areas (85 nationally).

Regional GIS (Spatial) DatasetsDevelop 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 benefitsCurrent and planned G21 region sustainability indicators will:

• Measureandreporttheperformancetowards target outcomes of strategic significance to the G21 Geelong Region Plan.

• Presentinformationthatenablesimproved strategic and operational local area planning and decision making by all levels of government, service providers, business and the community.

• Integratewithanonlinegraphicuser 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

• EnabletheannualG21“StateoftheRegion 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

MAkE IT hAPPEN


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.

RequirementsCapturing 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.

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.

REGIoNAl objECTIVES

hoRIzoN 1 (up to 5 years):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.

hoRIzoN 2 (5 to 20 years): 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.

hoRIzoN 3 (beyond 20 years):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”

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The projects

A G21 Geelong Region Plan (GRP) project can originate from any regional stakeholder and must:

• Deliverregionalbenefits.

• Requiremulti-agencycollaboration, and

• Addressoneormoreoftheimperatives 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.

1: Regional project definitionAny 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• Deliversregionalbenefits.• Requiresmulti-agencycollaboration,

and • Addressesoneormoreofthe

imperatives or objectives of this strategy.

3: Regional project databaseThe 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 ratingAs 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,environmentalandeconomic

benefits.• Strategicalignmentwithobjectives

and imperatives of the G21 Geelong Region Plan.

• Leadershipandhumanresources,and• Fundingcommitment.

5: Project developmentG21 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 GroupsPillar 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 boardThe 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 bodiesGeelong 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 pathwaysNew 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.


TAkING ACTIoN

Project development and implementation pathways


TAkING ACTIoN

Processes and procedures for these project development and implementation pathways will be refined and formalised with stakeholders upon endorsement of this strategy. Table 27.

Evidence and Reference: documents, strategies, plans and research

The G21 Geelong Region Plan 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.

The G21 Geelong Region Plan Report one - Regional Context

Examines inter-regional relationships rather than issues within the region. It provided:

• Anoverviewoftheregion.

• Pastandpresentindicatorsandinformation relevant to the preparation of a land use and sustainable growth strategy, and

• Anoutlookofkeytrendsrelevanttothepreparation of a land use and sustainable growth strategy.

Key outputs of the report related to:

• Thevisionfortheregion.

• Communityviewsonthepolicyofchange.

• Currenteconomic,socialanddemographictrends benchmarked against other Australian coastal regions.

• Existingstateandregionalstrategiesand

initiatives.

• Competitivestrengthsandregionaldriversand constraints, and

• PopulationgrowthscenariosfortheG21region.

The G21 Geelong Region Plan 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:

• Sustainablelanduse,urbandevelopmentand transport.

• Thelevelofinteractionbetweentownswithin the region.

• Landcapabilityandopportunitiesforfurther development in and around existing towns.

• Infrastructureissuesprovidingopportunities and constraints for future growth, and

• Theopportunityfortownsandlocalitiesaround Geelong to further grow and expand.

The G21 Region Community Survey 2006

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:

• andaimsoutlinedintheinitialdraftofthe

G21 Plan. Key results included:

• Thetoptenprioritiesforregionaldevelopment from the perspective of the community sample.

• Diversitybetweenthepriorities,positionand interests of key segments of the community, and

• Overwhelmingcommunitysupportfor “protecting and enhancing the environment”.

The G21 Region Research Report 2006

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:

• Globalsocio-economicpressuresimpacting the sustainable competitive position of the region.

• Internalgapsintheregion’scapacitytorespond to socio-economic challenges, and

• Keyopportunitiesforincreasingthecompetitive 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.

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 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:

• Creationandagreementofaconsistently-used name for the region.

• Thedevelopmentandimplementationof G21 Region Marketing Positioning Guidelines, and

• ThecreationofaG21MarketingAllianceto prioritise, develop and co-ordinate collaborative regional marketing projects identified in the G21 Region Marketing Strategy and G21 Geelong Region Plan.


Additional Reference Documents

ABS Socio-economic Indexes for Areas (SEIFA) 2001Australian Bureau of Statistics - CData 2001Australian Bureau of Statistics - Census 2001 and 2006Australian Bureau of Statistics - Socio-economic Indexes for Areas (SEIFA) 2001Barwon Regional Waste Management Group - Regional Waste Survey 2004-2005Barwon South West Housing Advisory Network 2005Barwon Water - Water Resource Development Plan 2003Bellarine Peninsula Strategic Plan 2006-2016Bureau of Tourism Research - National Visitor Survey and International Visitor Survey 2005Bureau of Transport and Regional Economics - Focus on Regions No. 1: Industry Structure 2003Bureau of Transport and Regional Economics - Focus on Regions No. 2: Education, Skills and Qualifications 2004Central West Regional Coastal Action Plan - Corangamite Indigenous Vegetation Study 2006Central West Regional Coastal Action Plan - Corangamite Regional Catchment Strategy 2005Central West Regional Coastal Action Plan - Landcare Support Strategy 2005City of Greater Geelong - Economic Indicator BulletinCity of Greater Geelong - Geelong Transport Strategy 2003Community Action Plans and Community SurveysCorangamite Catchment Management Authority - Corangamite Regional Catchment Strategy 2003-2008CSIRO Tourism Research, Impact of Sea-level Rise and Storm Surges on Coastal Resorts 2000Department for Victorian Communities 2005Department for Victorian Communities, A Fairer Victoria: Creating Opportunity and Addressing Disadvantage 2005Department for Victorian Communities, A Fairer Victoria: Strategy 7 (2005)Department for Victorian Communities, Building Stronger Communities 2004Department for Victorian Communities, Indicators of Community Strength: a Framework of Evidence 2006Department of Foreign Affairs and Trade (DFAT)Department of Human Services - Burden of Disease Data 2001Department of Human Services - Health and Well-being StrategyDepartment of Human Services - Neighbourhood Renewal Education and Learning StrategyDepartment of Human Services - Participation and Partnerships StrategyDepartment of Infrastructure - Globalisation, Competitiveness and Metropolitan Strategy 2000Department of Justice -Victorian Family Violence Database 2006Department of Sustainability and Environment - Bellarine Peninsula Ramsar Site StrategicDepartment of Sustainability and Environment - Central Region Sustainable Water Strategy, Action to 2055 (2006)Department of Sustainability and Environment - Our Environment, Our Future 2005Department of Sustainability and Environment - Our Water, Our Future 2004Department of Sustainability and Environment - Port Phillip Bay (Western Shoreline) 2003Department of Sustainability and Environment - The Great Ocean Road Region Landscape Assessment StudyDepartment of Sustainability and Environment - Urban Development Program Annual Report 2006Department of Sustainability and Environment - Victoria in Future 2004Department of Sustainability and Environment - Victorian Local Sustainability Accord 2005Flannery, T., We are the Weather Makers 2006Florida, R., The Rise of the Creative Class 2004G21 Annual Report (2004 – 2005)G21 Annual Report (2005 – 2006)G21 Community Strategy Survey Data 2005

G21 Energy from Waste Project ReportG21 Geelong Region Plan 2006G21 Geelong Region Strategic Plan 2003G21 Pillar to Pillar magazine (2005-2007), www.G21.com.auG21 Regional Infrastructure Development Plan 2006G21 Regional Marketing Strategy 2006G21 Regional Migration Incentive Fund Report 2006G21 Regional Sports Development Plan 2006G21 Region Report 2005G21 Region Report 2 G21 Region Research Report - “5. The Fundamental Importance of Culture” 2006G21 Region Telecommunications Strategy 2005G21 Region Transport Strategy 2006G21 Skills Strategy Taskforce Research 2006G21 Telecommunications Needs Assessment 2006Geelong Region Strategic Plan 2003Global Business Network - Impacts of Climate Change 2007- Impacts of climate change, 2007Greater Geelong Great Ocean Road Region Strategy - A Land Use and Transport Strategy 2004Growing Victoria Together 2001Impact of Demographic Change in the G21 Region 2005“Industrial Land” Department of Sustainability and Environment, Urban Development Program Annual Report 2004Jesuit Study of Community Resilience 2004Laing and Bobic, Economic Costs of Domestic Violence 2002Latrobe University REMPLAN Data 2005Local, State and Federal Government Economic Development Strategies (current)Melbourne 2030Melbourne University, School of Earth Sciences: CSIRO Atmospheric Research, Sea Level Rise Projections and Planning in Australia 2002Monash University Centre of Initiative Studies - Economic Forecast Data 2005Paramount Pictures 2006, An Inconvenient TruthPlanning for Healthy Communities in the G21 Region 2006 - 2009Regional Migration Incentive Fund - Research Report 2005Reserve Bank of Australia - Chart Pack 2006State Disability Plan 2002–2012Surf 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 2002The Impact of Demographic Change in the G21 Region 2005The Impact of Free Trade Agreements on the G21 Region 2006The Salvation ArmyThe Stern Review on the Economics of Climate Change 2006Victorian Auditor-General’s Performance Audit Report on Fire Prevention and PreparednessVictorian Government - Greenhouse strategy Action Plan Update 2005Victorian Government Sustainable Water Strategy – Central Region, Action to 2055 (2006)Victorian Government – Understanding Climate Change- Understanding Climate ChangeVictorian Government - White Paper - Our Water Our FutureVic Health - Vic Health Position Statement on Health Inequalities 2005:2Victoria’s Towards Zero Waste Material Efficiency Strategy


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.

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.

Plan development was guided by three project groups whose significant contributions are gratefully acknowledged:

G21 Geelong Region Plan Executive Committee

Dennis Brockenshire Barwon Water

Enzo Bruscella Barwon Regional Waste Management

Peter Dawkins Department of Education & Early Childhood Development

Duncan Elliott VicRoads

Kerri Erler Department of Planning & Community Development

Don Forsyth Corangamite Catchment Management Authority

John Hansen Geelong Area Consultative Committee

Rob Hurley Department of Education & Early Childhood Development

Paul Jane Department of Planning & Community Development

Lenny Jenner Golden Plains Shire

Neil McQuinn Surf Coast Shire

John Mealia CFA

Lawrie Miller Geelong Chamber of Commerce

Lyndsay Neilson Department of Sustainability & Environment

Rod Nicholls Golden Plains Shire

Gary Price Borough of Queenscliffe

Peter Reeve City of Greater Geelong

Cr Warren Riches Colac Otway Shire

Kay Rundle City of Greater Geelong

Anne-Marie Ryan Local Learning & Employment Network

Tracey Slatter Colac Otway Shire

Richard Sloane Department of Infrastructure

John Smelt Department of Sustainability & Environment

Jan Snell Department of Human Services

Grant Sutherland Gordon Institute of TAFE

Ian Voigt Department of Sustainability & Environment

The Project Management Group and G21 board are also part of the Execitive Committee.

G21 board

Dr Dennis Brockenshire

Cr David Cotsell

David Harris

Cr Bruce Harwood

Cr Rose Hodge

Michael King

David Morgan (Chair)

Cr Pat Semmens

Tracey Slatter

Ross Synot

G21 Geelong Region Plan Project Management Group

Lindsay Allan City of Greater Geelong

Wendy Allen Department of Planning & Community Development

Peter Bollen (Chair) Surf Coast Shire

Cameron Brenton City of Greater Geelong

Stephen Carthew Department of Sustainability & Environment

Halvard Dalheim Department of Sustainability & Environment

Peter Dorling Committee for Geelong

Jack Green Colac Otway Shire

David Madden Golden Plains Shire

Kim McGough Department of Planning & Community Development

Rob McHenry G21-Geelong Region Alliance

Richard Milne Regional Development Victoria

Andrew Scott G21-Geelong Region Alliance

Kate Sullivan City of Greater Geelong

G21 Staff

Chris Balaam Simone Beekmans Lisa Bennetto Rob McHenry Andrew Scott David Spear


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 PO Box 4078 131 Myers Street Geelong, Victoria 3220 AUSTRALIA Telephone: 03 5227 4000 www.G21.com.au

© G21-Geelong Region Alliance 2007

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.

list of tables


Evidence and reference documents are available at http://www.g21.com.au/geelongregionplan/

PO Box 4078 131 Myers StreetGeelong Victoria 3220 www.g21.com.au

tel +61 3 5227 4000 fax +61 3 5224 2594email [email protected]

G21_Geelong

G21 Geelong Region Alliance

g21 geelong region

G21 Geelong Region Alliance

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