knox economic
development strategy
2008 – 2018
Council & Community: A Partnership in Progress
contents
Disclaimer
The information contained herein is believed to be reliable and accurate.
No responsibility or liability for any information, opinions or commentary
contained herein, or for any consequence of its use, will be accepted by Knox
City Council, or by any person involved in the preparation of its publication.
© Knox City Council
2
knox economic development strategy
4 introduction
6
6
7
7
7
8
9
preface
overview
regional context
strategy context
how does council develop plans?
knox vision 2025
community & council plan 2006–10 (2007 update)
10 strengths
10 competitive advantages & opportunities
12
12
14
14
14
14
15
challenges
approach to economic development
new dimensions of competition
sources of competitiveness
economic development & local government
key issues
specific challenges for the knox economy
16 strategic objectives, tasks & actions
38 implementation, monitoring & evaluation
39 implementation
39 monitoring and evaluation
40
41
42
43
44
45
46
47
48
49
50
economic profile
summary of recent statistical indicators, city of knox
population
gross regional product
business numbers
economic diversity
household projections
labour market
employment profile
income distribution
qualifications
3
Knox City Council’s vision for the City of Knox is of an
internationally competitive, inclusive and dynamic
economy. This vision is of a municipality which is a great
place to live, a great place to do business, a place of skilled
people and a place bustling with dynamic enterprise.
To achieve this, the City must be:
• Internationally competitive, as the City is competing
to attract and retain skilled people and resources and
to sell goods and services in overseas markets;
introduction
• Inclusive, because there are some in the community
who are not participating in the economy or equitably
gaining the benefits of economic activity and wealth
creation; and
• A dynamic economy capable of reacting to fast
changing and unpredictable global conditions.
The Knox Economic Development Strategy 2008-18 (EDS)
is a ten-year economic planning instrument that includes
strategies to assist the City develop as an economy, a
skilled employment centre and key business centre.
The primary objective of the EDS is to identify practical
strategies to enhance economic development in the City
of Knox, its employment base and community wellbeing.
The EDS is aligned with the goals and objectives of
Federal and Victorian governments. It compliments their
policies and strategies and, more importantly, provides
these other levels of government with a very effective and
efficient means for the delivery of their strategies. For its
part Council is cognisant of its limited resources and will
be reliant on the establishment of effective partnerships.
4
knox economic development strategy
The EDS identifies the means by which Council and the
community will facilitate employment and economic
growth in the City. It is structured into four parts.
• Section 1 sets the strategic context for the City’s
approach to economic development.
• Sections 2, 3 and 4 outline the main economic
development opportunities, strengths and challenges
that will influence the nature and rate of the City’s
economic growth over the coming decade.
• Section 5 outlines practical strategies, tasks and
actions that Council is committed to in achieving the
goals of economic development.
• Section 6 provides an economic profile of the City
including detailed industry and economic projections
and profiles.
Sustainability principles have influenced the development
of the EDS. While the aim of this Strategy is to provide
a clear direction for the City’s economy, it is recognised
that the goal of any economic development strategy
is to deliver increased prosperity to current and future
generations. Prosperity is most easily thought of in terms
of social, environmental and economic objectives and,
to be sustainable, a strategy must deliver against each
of  these.
Overall, the EDS focuses on eleven key objectives and
associated strategies, tasks and actions that have been
selected as the most practical and effective ways by
which they can be achieved. Paramount in the EDS is a
realisation that while traditional factors of production
are still important in regional economic growth, the
intensification of knowledge as a key business input now
plays a critical role in determining economic success. To
this end, the strategy focuses on developing the relevant
networks, systems and skills in the City of Knox necessary
to attract and retain modern knowledge-based industries.
The strategy has been thoroughly researched and
provides a framework for the coordination of all City
initiatives, either public or private to ultimately grow
stable, high value local jobs – and to position the City of
Knox as a place of choice to work, live and play.
For further information on the Economic Development
Strategy please contact Knox City Council’s Economic
Development Unit on 03 9298 8511, email
[email protected] or visit our websites
www.knox.vic.gov.au; www.knoxbusinessdirect.com.au
5
overview
Knox City Council recognises economic development
as one of the most important factors in improving the
quality of people’s lives and to help address significant
issues such as social inclusion and lifelong learning. Local
economic development relates to strategic activities
undertaken by local authorities to address the challenges
in maintaining economic prosperity, enabling business
success and enhancing community wellbeing.
preface
6
Knox City Council leads and/or significantly contributes
to numerous economic development initiatives both
within the City and across the region. The management
of individual projects is carried out at the corporate level,
in partnership with others, or at an individual service
level. Such activities have far reaching implications for the
economic stability of the City. Knox City Council takes a
coordinated approach to inward investment and business
development to maximise opportunities and outcomes.
knox economic development strategy
regional context
Strategically located at a pivotal point in Melbourne’s
Outer East, Knox is an established centre for
manufacturing whilst being at the same time home to
around 152,000 residents. It is a major economic force
in the region with a gross regional product of $5,870.1
million in 2006/07. With around 60% of its resident
workforce working outside of Knox, the local economy is
closely linked to other municipalities in the region.
In recent periods, key industries in Knox, in common
with other areas of the region, have become more
skills-intensive, partly as a response to globalisation and
increased specialisation, particularly in manufacturing.
This has also led to greater interaction across the region,
e.g. in establishing supply links with other businesses
and the establishment of relationships with specialist
providers of technological expertise including Swinburne
and Monash Universities.
The continued outward expansion of Melbourne has also
resulted in closer synergies with neighbouring areas.
This is particularly so with municipalities to the south
and west where some Knox businesses have relocated
lesser value added processes to areas where land has
been less expensive. With little land left for expansion
in inner suburbs to the west of Knox, there is now a
greater demand from businesses seeking greenfield sites
relocating to the City. The Australian Synchrotron project
has also stimulated greater interest in Knox as a site for
new high tech industries.
In terms of its geographic location, Knox is extremely
well placed in a position that links the south and
east of Melbourne with other areas of the city. This is
reinforced by the Eastlink freeway, Australia’s largest
urban infrastructure project comprising 40 kilometres of
expressway which provides quick, efficient access to all
areas of Melbourne including ports and airports.
strategy context
The Knox Economic Development Strategy 2008-18 aims
to identify and respond to opportunities and challenges
within the local economy in a sustainable manner. The
EDS sits within a hierarchy of strategies prepared by
Knox City Council, headed by Knox Vision 2025.
how does council
develop plans?
Developing plans is an ongoing and complex process
involving:
• community engagement
economic
development
strategy
community
health &
well being
strategy
sustainable
city
strategy
• research
• collaboration between Council staff, Councillors and
other stakeholders
• consideration of many external factors including
legislation and industry standards
people &
organisation
excellence
strategy
long term
financial
strategy
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knox vision 2025
The City of Knox’s long-term planning framework is based
on the Knox Vision 2025 strategic document, which
provides direction for improving the social, economic
and environmental well being of the City. Vision 2025
describes the community’s hopes and aspirations for
how Knox will look, feel and be like in the year 2025.
Vision 2025 consists of seven key themes that have been
articulated by the community for the community:
• Healthy, Connected Communities
• Culturally Rich and Active Communities
• Dynamic Services and Facilities
• Accessible Transport Choices
• Sustainable Natural Environment
• Balanced Quality Urban Development
• A Prosperous, Modern Economy
This document takes primary guidance from the
Prosperous Modern Economy theme, within which eight
elements have been identified as aspirations for 2025:
1. A global economy: Knox businesses are in tune
with the global market and are exporting their
products and services. They have a global reputation
for innovation in emerging high technology and
knowledge-based industries.
2. Leading edge, environmentally sustainable
industry and technology: In partnership with
the Swinburne University’s National Centre for
Sustainability and Environmental Design, local
industry, educational facilities and residents establish
Knox as a centre of excellence for sustainability and
energy efficiency. Industry that specialises in the
design and production of sustainable and energy
efficient products and services are nurtured. Residents
and businesses are encouraged to adopt best practice
in sustainability and energy efficiency.
3. Contemporary business opportunities:
Contemporary businesses are attracted to and
retained in Knox because the business and investment
climate is highly regarded. Knox has established key
industry clusters especially in the fields of advanced
manufacturing and biotechnology that build on the
Scoresby/Rowville Employment Precinct and Knox’s
close proximity to the Australian Synchrotron.
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4. Support for entrepreneurship: Entrepreneurship
is recognised, valued and encouraged as a driver of
social and economic growth.
5. Activity centres with a unique and valued identity
and image: Local activity centres continue to develop
their uniqueness as community hubs and provide
a desirable and enhanced amenity for residents
and traders.
6. Business precincts that are recognised nationally:
Designed in consultation with industry, business
precincts take into account business needs and
provide the necessary infrastructure including access,
which provides significant cost savings to industry.
They continue to attract new investment and provide
new employment opportunities for residents.
7. Employment opportunities for all: Younger people
and mature age workers are strongly represented
across the full range of industries. Employees of
local businesses are attracted to living in Knox.
Numerous local education, trade and apprenticeship
opportunities provide people with contemporary
skills within the local community. The resident labour
force is fully utilised and people are fully equipped
with the skills that local businesses require. The
experience and skills of those aged over 55 is highly
valued and they are gainfully employed – often
serving as mentors.
8. Retail and industrial business attraction: Retail
and industrial businesses are proud of their physical
setting. An improved business mix is a result of wellplanned infrastructure and planning, including high
quality support services.
knox economic development strategy
community & council plan
2006–10 (2007 update)
Council continually develops its long term strategy
documents and action plans, which are a blueprint
for community sustainability and for Council as an
organisation. The four-year Community & Council
Plan 2006-10 was the start of the process to convert
aspirations and strategy into planned work activities, and
identified the following key objective:
‘To encourage leading edge, sustainable, economic
development.’
This objective for economic wellbeing is an integral
part of the Community and Council Plan and has been
adopted as the foundation for this EDS in response to the
following trends:
• Changing economic opportunities in local
shopping precincts.
• Changing business needs in light of new and
emerging global trends.
Council has identified nine major strategic economic
development initiatives that will contribute to the
Prosperous Modern Economy theme. These are:
1. Promote Knox as a centre of excellence for
sustainability, energy and water efficiency by
nurturing business that specialise in the research,
design and production of sustainable energy, products
and services.
2. Support the development of the Scoresby/
Rowville Employment Precinct by encouraging high
technology research and development.
3. Maximise economic development opportunities
arising from Eastlink.
4. Attract strategic private sector investment into activity
centres to build on the place management approach.
5. Promote the physical setting of Knox’s commercial and
industrial areas.
6. Promote networking and training opportunities to
local businesses and community based organisations.
• Competition from regional shopping centres and
business hubs in nearby municipalities.
7. Promote local employment opportunities by
encouraging the development and growth of small to
medium enterprises.
• Completion of Eastlink and connection between
Knox business hubs and other parts of metropolitan
Melbourne.
8. Advocate to government to assist the training and
employment of local young people to help facilitate
their employment into local businesses.
• The emerging South-East Melbourne economy
(Mitcham to Frankston) along the Eastlink route.
9. Advocate to link public and private transport to
industrial and employment precincts.
• The population increasingly wants to live and
work locally.
• The impact of growing e-business.
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competitive advantages
& opportunities
From the City of Knox Economic Profile,(refer Section 6)
the following key strengths and competitive advantages
have been identified:
• A greater industry concentration than the national
economy in the Wholesale Trade, Manufacturing and
Retail Trade sectors;
strengths
• A balance of sectoral employment between
secondary (goods-based), tertiary (commerce-based)
and quaternary (information and finance-based)
industries;
• In relation to Melbourne and Victoria, Knox has
a comparatively high average industry turnover,
particularly in the Wholesale Trade, Manufacturing,
Finance & Insurance and Retail Trade sectors;
• Low unemployment rate indicating high current
availability of jobs for City residents; and
• Comparatively high levels of household and family
incomes when compared to averages for Melbourne
and Victoria as a whole.
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knox economic development strategy
As wage and salary, employment and unemployment
statistics are comprehensive measures of the local
economy’s performance; this demonstrates that the
City of Knox enjoys a solid economic base. Further, the
City has significant locational and infrastructure assets,
including:
• Proximity/access to Eastlink, a $2.5 billion freeway
linking a large area of Melbourne’s eastern and southeastern suburbs and part of the Metropolitan Ring
Road project;
The local economy is steadily growing more diverse, with
Knox’s industry mix ensuring robust growth in periods
of strong economic growth and greater stability when
the economy slows. Moreover, the emerging health
care and education sectors, connected to the City’s
institutional links, are not as volatile during downturns as
secondary and commerce-based industries. In addition
to its sectoral diversity, the City also has a latent reserve
of intellectual capital and innovation capacity that will
provide new responses and attract new revenue streams
even in more challenging economic times.
• Technologically advanced industries, including
nanotechnology and biotechnology based
investments;
• Integrated supply channels;
• High quality business precincts;
• Quality greenfield sites;
• High quality natural environment;
• National Centre for Sustainability, Swinburne
University of Technology;
• Swinburne University and TAFE;
• Proximity to and partnerships with Monash University;
and
• Proximity to the Australian synchrotron project.
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approach to economic
development
challenges
the principal goal of the Knox Economic Development
Strategy 2008-18 is to improve liveability and wellbeing
in the City through economic growth that creates high
quality jobs, generates wealth and investment, and
helps ensure the City’s long term fiscal health. When
implemented, the strategic directions and actions taken
will enhance the competitive position of individuals in
the Knox labour force, local firms, export clusters, the City,
and the region as a whole, by building on core strengths,
addressing barriers to growth, and mobilising collective
resources. It aims to create more numerous and high
quality employment opportunities for local residents.
The state of the global (and consequently local)
economy, the nature of competitiveness, the role of
cities, technology and business organisations have all
undergone significant changes over the last decade.
Council, in response to these events, has accepted that
it must adopt and adapt its own thinking, models and
approaches to economic development to position Knox
and its strategy firmly within the context of the emerging
realities of global competition, a knowledge economy,
regional cities and technological change.
Council will increasingly be required to make decisions
and investments on the basis of its ability to advance
the City of Knox’s unique local attributes in a rapidly
changing global marketplace, fuelled by information,
communication and technology.
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knox economic development strategy
Economic Development: Traditional and Contemporary Approaches
Objectives
Traditional (Basic) Approach
Contemporary (Added Value) Approach
Attract jobs and assessment
High quality jobs
Globally-competitive, high value-added
companies
Nature of Competition
Lowest cost for standard mass produced
product
Flexibility, responsiveness, innovation,
customisation
Competitors
Regional, national
Global
Competitive Assets
Low cost land
Skilled labour force
Low cost labour
Regional institutions
Buildings
Quality of life
Energy
Research & development
Hard infrastructure
Technology
Access to capital
Global connectivity
Business models
Single, large integrated factory/office,
regional scope
Networks, clusters, strategic alliances,
global mandate
Economic Development
Strategies
Business retention and attraction
Build specialised economic foundations
Move up the value chain
Comprehensive economic strategy
Actions
Tax incentives, marketing
Skills development
Innovation
Entrepreneurship
Supportive business climate
Partnerships
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new dimensions
of competition
economic development
& local government
The nature of competition in the global knowledge
economy is significantly different from that of the
industrial era. In a stable, mass production-oriented
economy, the company that was able to produce a
standard product for the lowest cost generally held
the competitive advantage. This was achieved through
economies of scale obtained by using routine processes
to make virtually identical products. Cost factors such
as transportation costs (to market and to raw materials);
energy and raw material production costs; capital costs
of plant, equipment and infrastructure; and labour costs
were paramount. Cities which for geographical, historical
or other reasons had a cost advantage along any of these
dimensions possessed a strong competitive advantage.
Within the context of a local economy, the capacity to create
wealth for local residents occurs through the attraction
of new investment, bringing new wealth into the area or
by using local resources such as labour and land more
productively (thus creating a higher return per unit of input).
In the modern economy, while cost remains a key
consideration, competition takes place along a number of
different dimensions:
• Flexibility
• Timeliness
• Access to information and knowledge
• Ability to innovate
sources of competitiveness
The sources from which competitiveness is derived in the
global knowledge economy are also different than those
of a traditional economy, and include:
• Intellectual capital/skilled labour;
• Quality of life;
• Economic structure;
• Infrastructure;
• Financing/funding;
• Costs of doing business;
• Networking;
• Local institutions; and
• Unity of vision.
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Research indicates the most common barriers to
growth are:
• Availability of land;
• Lack of skilled labour;
• High land costs;
• Lack of capital and funding;
• Resident opposition;
• Limited number of major employers; and
• Traffic congestion.
key issues
• In the interests of achieving best value it should be
recognised that whilst individual programs may apply
to specific areas they need to be appraised on the
basis of what they provide to the municipality as a
whole.
• Many programs will be most effective when
coordinated across an organisation. For example:
sales and marketing; education and training; cluster
strategies; networking and partnerships.
• Awareness of economic development programs
and initiatives need to be communicated to all
organisations in Knox, interested parties and
stakeholders.
• As an expense to the community, economic
development initiatives must produce adequate and
demonstrable public benefits to justify the subsidy
(how programs are to be evaluated needs to be
established at the outset).
• Leadership is another important issue for local
economic development programs. The ability to
attract good leadership to pull local efforts together
and get things moving needs to be a high priority.
knox economic development strategy
• Linkages and partnerships with higher education
are becoming increasingly important in the
implementation of economic development programs
and leadership skills programs.
In its application, Economic Development programs should:
• Focus on providing employment and fiscal benefits to
local residents, while preserving the quality of life;
• Include strategies that are focussed on business
attraction, business retention, new business start-ups,
high technology and land whose usage raises special
concerns;
• Be targeted on businesses that are most likely to
provide significant employment and fiscal benefits
(which includes businesses that are willing to be
involved with local training and jobs programs);
• Include customised training programs that can
effectively service the needs of both the business
community and the unemployed;
• Facilitate the provision of basic information that will
help increase business productivity and survival; and
• Engage private businesses, educational institutions
and organisations as partners in building the local
community.
specific challenges for
the knox economy
Analysis of the Knox economy (refer to Section 6; Knox
Economic Profile for essential data) suggests that the City
is presented with a number of challenges to achieving
significant economic development, namely:
• Lower forecast population and household growth
than the wider Melbourne metropolitan region, which
will influence local spending, revenue generation and
the size of the local labour force, potentially forcing
the import of labour from neighbouring areas;
• An ageing population and resident workforce;
• A concentration of industry/employment in the
Wholesale Trade, Manufacturing and Retail Trade
sectors, creating a less diverse local economy subject
to downturns in these particular industries;
• Limited availability of land for greenfields site
developments and need for redevelopment of older
brownfield industrial areas to meet the requirements
of modern industry;
• A tight labour market, signalled by a comparatively
low unemployment level amongst City residents,
leading to a reduced surplus of labour for industry/
economic expansion, again leading to a necessity to
import skills and labour;
• A comparatively low ratio of jobs to resident labour
force, leading to the net export of jobs/workers to
employment areas outside the City and lower rates of
skills retention and resident expenditure;
• Lower proportion of highly skilled labour than the
Melbourne metropolitan region, making transition to
information-based industries more difficult;
• Low level of post secondary education facilities within
the municipality including absence of University level
facility,
• Poor provision of high frequency public transport
services; in particular a lack of fixed rail services to the
southern areas and
• Access to high quality public transport facilities to
reduce reliance on motor vehicles.
To meet these challenges, the goal of economic
development in the City of Knox will be to focus on key
factors that will facilitate local economic and industry
development/growth and employment, including:
• Import replacement by local production and barriers
preventing this;
• Higher degree of value-adding to locally produced
goods and services;
• Develop local resources and strengths;
• Maximise employment generating opportunities,
including the prioritisation of the designation and
development of appropriate, well-located sites for
employment purposes;
• Clustering and linkages for support and efficiencies;
• Capacity to tap innovation and assistance programs/
marketing, etc;
• Greater understanding of local industry’s competitive
advantage in the context of national and global trade;
and
• Mature age workforce participation.
Meeting these challenges is also a matter for State and
Federal government. To effectively implement this
Strategy and achieve its objectives relevant State and
Federal Government support is critical.
15
The implementation plan contained in the following
section specifies how Council will work to achieve the
economic development outcomes. It outlines how
Council proposes to monitor the actions. It also identifies
the services and partners primarily responsible for
implementing the plan. The implementation plan also
encapsulates policy links between the EDS outcomes and
Council’s corporate objectives and priorities.
The implementation plan is organised around key
objectives of the EDS which have been identified by
Knox Council Economic Development Committee in
consideration of Council and community Knox Vision
2025 strategic document, specifically:
strategic
objectives,
tasks &
actions
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Objective 1
Development of Knox Central Principal
Activity Centre
Objective 2 Establishment of High Tech Learning
Centres
Objective 3 Development of the Scoresby/Rowville
Employment Precinct
Objective 4 Establishment of Strong, Sustainable
Energy Efficient Industry Clusters
Objective 5 Strong Secondary, Tertiary and Industry
Linkages Providing for the Needs of High
Tech Industries (support services, technical
backup and marketing).
knox economic development strategy
Objective 6 Fully Developed and highly functional
Major, Neighbourhood and Local Activity
Centres
Objective 7 A More Balanced Business Mix, including
More Business Support Services and
Tertiary Industries
Objective 8 A Strong Knox-wide Industry Network
Promoting Knox Products and Services
Nationally and Internationally
Objective 9 Establishment of a Centre for
Entrepreneurial Development Integrating
Education, New Start-ups and Business
Incubators
Objective 10 Redevelopment of the Bayswater/
Bayswater North Industrial Precinct
Objective 11 Availability of World-Competitive
Infrastructure in Transport,
Telecommunications and Supporting
Services
Whilst there is a level of interdependence each of these
Objectives will be achieved within the context of a range
of individual strategies and actions. These are set out in
the following section as follows:
Objective
Strategies
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
17
objective 1:
development of the knox central principal activity centre
Strategy 1.1: Rembrandts site (Burwood Hwy, Wantirna South) redeveloped
with a mix of commercial, accommodation and residential uses
Tasks & Actions
Timeline Start
Timeline Finish Outcome
1.1.1 Work with landowner/developer to facilitate
redevelopment and rezoning of the site in accordance
with Knox Central Urban Design Framework objectives
Ongoing
September
2010
Rezoning completed and
commitments secured for 50%
of the site
September
2009
Infrastructure needs identified
and committed to or works
underway
1.1.2 Work with relevant State Government agencies
August 2008
to ensure appropriate supporting infrastructure (e.g.
traffic signals, telecommunications, power) are included/
provided in any redevelopment plans.
Strategy 1.2: Former Department of Primary Industries
site redeveloped as a mixed use precinct
Tasks & Actions
Timeline Start
Timeline Finish Outcome
1.2.1 Work with the State Government to finalise a
development master plan for the site in accordance
with the objectives of the Knox Central Urban Design
Framework.
Ongoing
December
2009
Master Plan adopted by
Council
1.2.2 In liaison with relevant authorities facilitate the
Ongoing
necessary Planning Scheme Amendment to put in place
the required planning controls to allow the site to be
redeveloped in accordance with an approved master
plan
December
2009
Amendment in place
Ongoing
Developers/interested parties
identified and an program in
place for engagement
1.2.3 Contact and establish positive relationships with
prospective developers/purchasers (where possible
identify potential developers and work with them to
prepare development outcomes)
December
2009
Strategy 1.3: Planning controls in place to encourage
investment in the redevelopment of potential sites
18
Tasks & Actions
Timeline Start
Timeline Finish Outcome
1.3.1 Identify priority redevelopment sites and
associated preferred uses in accordance with the Knox
Central Urban Design Framework.
April 2008
September
2008
Sites identified an priority
listed
1.3.2 Implement in a prioritised manner the necessary August 2008
planning controls to encourage redevelopment of
potential sites.
July 2009
Planning controls schedule in
place
1.3.3 Establish a database of available sites for
potential investors/developers
December
2008
Established
August 2008
knox economic development strategy
Strategy 1.4: Secure at least 5 landmark tenancies
Tasks & Actions
Timeline Start
Timeline Finish Outcome
1.4.1 In partnership with owners/developers
identify and market sites suitable for large scale
commercial uses.
November
2008
December
2012
Sites committed to by
investors/developers
1.4.2 Prepare specific investment attraction packs for November
each site – planning provisions; available infrastructure; 2008
local business environment, community resources, etc.
June 2009
In place
1.4.3 Work in collaboration with the State Government Ongoing
to attract major businesses to locate in Knox Central.
Ongoing
Demonstrated program
of successful contacts and
meetings
Strategy 1.5: Provision of major conference & accommodation facilities
Tasks & Actions
Timeline Start
Timeline Finish Outcome
1.5.1 Undertake a needs analysis for major
accommodation and conference facilities including
the identification of potential sites. Involve State and
regional tourism authorities as part of research.
February 2008
August 2008
Research completed to
schedule
1.5.2 Prepare marketing, information and incentive
packages to attract investors/developers.
September
2008
January 2009
Prepared and available
1.5.3 Liaise with industry/major operators/
investors developers
Ongoing
Ongoing
Contacts identified and
schedule of regular
meetings/contact in place
Ongoing
Promotion plan adopted,
being implemented
with annual review
for effectiveness and
recognition
1.5.4 Develop and implement an active promotion plan August 2008
Strategy 1.6: Long term planning for a civic precinct
Tasks & Actions
Timeline Start
Timeline Finish Outcome
1.6.1 Develop a long term civic precinct master plan
Ongoing
December
2008
Adopted
1.6.2 Work with the owners of Knox City Shopping
Centre to encourage development in accordance with
the Knox Central Urban Design Framework
Ongoing
December
2008
Demonstrated positive and
active engagement
1.6.3 Identify appropriate implementation
mechanisms
Ongoing
December
2008
Agreed and formalised
19
objective 2:
establishment of high tech learning centres
Strategy 2.1: To prepare and implement a program to encourage industry specific
skills development at secondary school and tertiary education levels
Tasks & Actions
Timeline Start
Timeline Finish Outcome
2.1.1 Review current and anticipated skills shortages
at regional (geographic) and industry levels; to be
undertaken every two years
Ongoing
December 2007 Achieved and ongoing
to be reviewed commitment for reviews
every two years
2.1.2 Identify new and emerging industries and
associated skills profiles needed to match the needs of
these industries
December
2007
August 2008
Formal analysis document
prepared
2.1.3 Establish alliances with education providers to
encourage curriculum development and linkages with
industry:
June 2008
May 2009
Key stakeholders identified,
contacted and ongoing basis
for engagement established
• Knox secondary schools
• Universities & TAFE (incl Monash, Synchrotron & Swinburne)
• Government departments
Strategy 2.2: Advocate for the development of facilities for mature
age learning and programs to match industry needs
20
Tasks & Actions
Timeline Start
Timeline Finish Outcome
2.2.1 Undertake a study to assess needs and
opportunities
October 2008
February 2009
+ ongoing
Study completed and
documented
2.2.2 Identify appropriate agencies for the delivery of
programs
August 2008
Ongoing
Listed and evaluated
2.2.3 Undertake a lead agency role in the formation
of partnerships, to act as an advocate and to provide
assistance to partners with the preparation of funding
submissions
September
2008
Ongoing
Critical partners identifie
knox economic development strategy
Strategy 2.3: Encourage industry to be actively involved in training
and skills development programs and placement of trainees
Tasks & Actions
Timeline Start
Timeline Finish Outcome
2.3.1 Undertake a series of industry consultation
sessions to create an awareness and appreciation of the
potential industry benefits of these programs
Ongoing
2 per year
Programs prepared –content
and speakers and format(s)
established
2.3.2 Organise industry visits and tours for education
providers to ensure they are kept up to date with latest
developments, needs and issues
Ongoing
Ongoing
Format established and
program in operation
2.3.3 Compile seminar program joining together
education providers and key industry representatives
July 2008
July 2008
Format and arrangements in
place for 2 seminars pa
Strategy 2.4: University level teaching facility located within the city
Tasks & Actions
Timeline Start
Timeline Finish Outcome
2.4.1 Work with university providers to determine
needed preconditions and prepare project plans to
realise university level teaching facilities
July 2009
October 2009
– June/2010
Contact established with
relevant areas in universities.
Plans prepared and being
initiated
21
objective 3:
scoresby/rowville employment precinct – at least 50 new
businesses established strong, sustainable energy efficient
industry clusters
Strategy 3.1: Amend existing planning restrictions on office floorspace development
Tasks & Actions
Timeline Start
Timeline Finish Outcome
3.1.1 Undertake a Planning Scheme amendment
to resolve current restrictions on office floorspace
development
Ongoing
June 2008
Adopted
3.1.2 Assess development plan applications for
Caribbean Business Park in accordance with Planning
Scheme provisions
December
2008
June 2012
Ongoing
3.1.3 Develop a marketing and investment attraction
strategy in partnership with major stakeholders
July 2008
March 2009
Prepared and adopted
Strategy 3.2: Stamford Park fully developed as a regional community facility
Tasks & Actions
Timeline Start
Timeline Finish Outcome
3.2.1 Finalise and implement development plan
for Stamford Park to establish it as a major multi use
community facility
July 2008
Ongoing
Prepared and adopted
Strategy 3.3: Facilitation by Council of investment attraction programs
through strategic alliances & partnerships with business & government
22
Tasks & Actions
Timeline Start
Timeline Finish Outcome
3.3.1 Refer comment 3.1.3 re investment attraction
toolkit.
June 2008
Ongoing
In place by December 2008
3.3.2 Prepare an investment attraction strategy; which August 2008
will also identify target markets/industries , their needs
and requirements; key response generators
Ongoing
In Place by December 2008
3.3.3 Gather market intelligence to ensure marketing
targets are current and relevant and to adjust as
required to suit changing operating environments
Ongoing
Ongoing
Format and process identified
3.3.4 Identify key stakeholder and network
opportunities
Ongoing
Ongoing
Completed
3.3.5 Building Knox as a ‘front of mind awareness’
municipality for organisations and investors when
considering relocation and sites for high tech and high
quality and knowledge based industry
Ongoing
Ongoing
Concepts adopted, materials
prepared and ongoing
implementation from
December 2008–9
3.3.6 Work with research facilities for
commercialisation of opportunities generated from
research programs – e.g. linking research and industry
through annual showcase
Ongoing
Ongoing
Ongoing
objective 4:
establishment of strong, sustainable
energy efficient industry clusters
Strategy 4.1: Identify opportunities to establish a business incubator
specialising in sustainable technologies in association with Swinburne
University’s National Centre for Sustainable Enterprise and Development
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
4.1.1 Undertake a feasibility analysis and identify
required resources, recommendations and timelines for
introduction
July 2008
July 2009
Analysis satisfactorily
completed
4.1.2 Through a formation of alliances gain support of
key stakeholders.
September 2009 March 2010
Stakeholders identified and
commitments in place
4.1.3 Establishment of Sustainable Technologies
March 2011
Incubator Board to oversee planning and development –
comprising major stakeholders
Ongoing
Established in line with
adopted timelines
4.1.4 Identify and secure funding for works associated
with establishment of the incubator and ongoing
commitment for funding of is operations
March 2011
Funding sources identified
and agreement in place
March 2010
Strategy 4.2: Investment attraction program to attract
businesses with sustainable technologies
24
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
4.2.1 Refer 1.5.3; 3.1.1 to revise and adapt for
sustainable technologies
March 2011
Ongoing
Strategies and
methodologies adopted and
in operation
knox economic development strategy
Strategy 4.3: Establish a Business Institute for Sustainable Investment
and Practice (BISIP), in association with the Swinburne University
National Centre for Sustainable Enterprise and Development
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
4.3.1 Liaison with potential participants and
Ongoing
partnerships to generate interest and gather support for
the project
Ongoing
Potential partners
identified, support secured
and program being
implemented
4.3.2 Identify commercialisation and potential
commercial applications for new technologies and
innovation
March 2010
August 2009
plus ongoing
Methodologies identified
and mechanisms adopted
4.3.3 Secure a high profile patron/spokesperson as
head of the BISIP
September 2009 March 2010
Achieved
4.3.4 Promotion of incubator program and linking
to research/industry/finance sectors as support for
incubator innovation and businesses
July 2010
Ongoing
Secure representative
form these sectors on an
Incubator advisory panel
August 2010
Signed
4.3.5 Memorandum Of Understanding with significant July 2010
stakeholders as a basis for ongoing collaboration in the
provision of support and commitment
4.3.6 Secure funding commitments for preparation of
a business plan and operations of the BISIP (Business
plan preparation to be responsibility of BISIP)
December 2010 Ongoing
4.3.7 Implementation of Business Incubator and BISIP Ongoing
projects
Ongoing
Secured
Projects identified and
committed
Strategy 4.4: Facilitation between business and government
to access grant funding, venture capital, etc
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
4.4.1 Refer 4.1.3; 4.3.1 as a function of incubator board
and strategies for commercialisation of innovation
As referred
Ongoing
Ongoing
25
objective 5:
strong secondary, tertiary & industry links providing
for the needs of high tech industries (support
services, technical backup and marketing)
Strategy 5.1: To ensure that education providers are aware of the specific and wider needs
of existing and potential Knox based high tech and knowledge based enterprises
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
5.1.1 Building on the results of research into industry
skills profiles and needs together with research into the
structure and composition of Knox’ industrial sector
determine the level of industry interactivity and the
need for support services
August 2008
February 2009
Program adopted
and in operation
Strategy 5.2: Facilitate linkages between industry and education to
identify skills required to meet local employment requirements
Tasks & Actions
Timeline Start
Timeline Finish
5.2.1 Building on alliances with education providers
established under 2.1.3 and industry consultation
programs under 2.3.1 and 2.3.2 to establish a formal
consultative committee to ensure regular contact and
ongoing communication between the two sectors.
December 2008 Ongoing
Outcome
Program adopted and in
place
Strategy 5.3: Strategic alliances with all tiers of government to ensure there is across
government understanding and support for the needs of Knox industry and education
providers in adopting a cooperative approach to skills building and development
26
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
5.3.1 To identify and make contact with key
Government departments and agencies. Arrange
Individual meetings and at least one group meeting at
this level each year
Ongoing
Ongoing
All critical parties identified
and cooperation secured
with ongoing programs and
projects
knox economic development strategy
objective 6:
fully developed and functioning major,
neighbourhood & local activity centres
Strategy 6.1: Total implementation of Bayswater place management program
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
6.1.1
Ongoing
Ongoing
Satisfactory progress in line
with adopted schedule
Refer to Place Management program
Strategy 6.2: Implement Boronia Place Management Program
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
6.1.1
Ongoing
Ongoing
Satisfactory progress in line
with adopted schedule
Refer to Place Management program
Strategy 6.3: Implementation of the Mountain Gate Place Management Program
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
6.1.1
Ongoing
Ongoing
Satisfactory progress in line
with adopted schedule
Refer to Place Management program
Strategy 6.4: Implementation of the Stud Park Structure Plan
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
6.1.1
Ongoing
Ongoing
Satisfactory progress in line
with adopted schedule
Refer to Place Management program
Strategy 6.5: Implementation of the Place Management
Program of all Neighbourhood activity centres
(including Cnr Boronia and Scorseby Rd, Boronia; Glenfern Rd, Ferntree Gully; 598-624 Mountian Highway
Bayswater; 67-79 Anne Road, Knoxfield, Manuka Drive, FerntreeGully;Cnr Coleman and Lewis Rd, Wantirna)
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
6.1.1
Ongoing
Ongoing
Satisfactory progress in line
with adopted schedule
Refer to Place Management program
27
objective 7:
a more balanced business mix, including more
business support services & tertiary industries
Strategy 7.1: To ensure planning controls are in place to
encourage investment in potential sites and precincts
Tasks & Actions
Timeline Start
7.1.1 Identify priority sites and precincts in conjunction Ongoing
with other major projects and programs e.g. Knox
Central; Scoresby/Rowville employment precinct and
place management
Timeline Finish
Outcome
Refer other
programs
Identified planning control
changes identified and in
line with other projects in
place
Strategy 7.2: Refer to strategies for Objective 3 re planning controls, investment
attraction and formation of local alliances and strategic partnerships
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
7.2.1 Build on investment attraction and marketing
programs being developed in relation to other
objectives
Ongoing
As referred
Programs in place
Strategy 7.3: Refer to strategies for Objective 10, in relation to Bayswater brownfields
sites redevelopment as initial focus for specific brownfields redevelopment
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
7.3.1 Apply programs and concepts developed as
part of Objective 10 Bayswater Industrial precinct
redevelopment strategies and actions
Ongoing
As referred
Implementation of
strategies underway
Strategy 7.4: To develop a more integrated and balanced local economy
28
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
7.4.1 Undertake a detailed analysis of current Knox
industry structure (complementary to skills profile)
July 2008
December 2008 Completed
7.4.2 Refer to sections 2.1.1 and 2.1.2 (review of current November 2008
skills profile and needs of emerging industries and new
technologies application) for skills analysis and needs
together with current skills profile of Knox residents
Completed
7.4.3 Identify priority areas. Base this not on highest
November 2008
priorities but for this exercise on ease of implementation
(priority areas dealt with under precinct and incubator
development)
In place
knox economic development strategy
Strategy 7.5: Preparation of marketing strategy
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
7.5.1 Identify range of actions and materials needed to November 2008 November 2008 Formalised and adopted
assist and guide achievement of goals.
Strategy 7.6: Introduction of investment attraction programs
Tasks & Actions
Timeline Start
7.6.1 Refer to 1.5.3; 3.1.3 in relation to Knox Central and June 2008
Scoresby/Rowville Employment Precinct and modify as
appropriate
Timeline Finish
Outcome
April 2009
Programs adopted and in
place
Strategy 7.7: Council facilitated business education training programs
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
7.7.1 Education and training programs represent a
major commitment as part of Economic Development
responsibilities to grow local businesses through skills
development and technology transfer. This program
involves:
Ongoing
Ongoing
Annual programs
undertaken successfully in
accordance with planned
annual schedules
• Needs analysis
• Securing funding/program grants
• Planning and marketing (database maintenance
and management )
29
objective 8:
a strong knox-wide industry network for national and
international promotion of knox products & service facilities
Strategy 8.1: Establishment of ongoing strategic alliances with major stakeholders
including, industry, State and Federal Governments, tertiary institutions etc
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
8.1.1 Identify and rank stakeholder and principal
alliance targets (individuals, companies, government
agencies and organisations)
July 2008
November 2008 Completed
8.1.2 Organise annual schedules for contact and
June 2008
visitation (includes events and functions such as Mayor’s
Business Lunch)
September 2008 Completed
8.1.3 Identify key interests of alliance partners and
October 2008
introduce regular round of contact/contact strategies
(need not be in person or one-to-one. Letters/
publications/phone calls can be used where appropriate
for maximum efficiencies)
Ongoing
Project plans adopted
and being implemented
accordingly
Strategy 8.2: Facilitation of exporting, import replacement supply chain channels
Tasks & Actions
30
Timeline Start
Timeline Finish
Outcome
8.2.1 Assessment of industry capabilities – use existing October 2008
data, e.g. information from Department of Innovation,
Industry and Regional Development (DIIRD); Austrade;
AusIndustry; Industries Capability Network
Review every 2
years
Completed
8.2.2 Identify areas (and potential areas) of
comparative and absolute advantage and niche market
opportunities
February 2009
July 2009
Completed
8.2.3 Establish an alternate year global trade
market (this should be done on a semi regional basis
in association with a number of agencies including
Austrade, AusIndustry and DIIRD)
May 2009
Alternate years
Planning for event
completed
8.2.4 Build alliances between companies and groups
of companies to establish a network designed to take
advantage of cooperative tendering opportunities (e.g.
major defence industry contracts)
Ongoing
Ongoing
Networking and formal
linkages methodologies
established
knox economic development strategy
Strategy 8.3: Facilitation of secondary/tertiary/mature age training linkages
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
8.3.1 Establish an online skills data base and
employment opportunities through www.
knoxbusinessdirect.com.au
July 2009
December 2009 Project in operation
8.3.2 Secure funding/partnerships for ongoing
operations perhaps in association with a provider
May 2009
July 2009
plus ongoing
8.3.3 Employment and Careers Expo: support for
existing programs to build into a major event
September 2009 Annually
One major partner
agreement in place
Arrangements in place and
supported by potential
participants
Strategy 8.4: Gathering and distribution of market intelligence and trade opportunities,
includes preparation and maintenance of a Knox industry capability database
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
8.4.1 Attendance at industry development and trade
opportunity seminars conducted by government and
private sector agencies; need to link in with identified
areas of interest and opportunity.
Ongoing
Ongoing
Report on attendance
8.4.2 Refer 8.2.1; 8.2.2 on industry capabilities and
areas of natural/competitive advantage
Ongoing
Ongoing
Identified and action plan
prepared
8.4.3 Distribute information online through www.
Ongoing
knoxbusinessdirect.com.au ; email (where appropriate);
Knox Business Life; seminars and workshops
Ongoing
Achieved (monitoring
feedback)
Strategy 8.5: Development of a strategy to build recognition and Knox ‘brand’ awareness
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
8.5.1 Preparation of a marketing and branding plan to:
Ongoing
Ongoing with
Branding
concepts in
place by March
2009
Key branding concepts
identified by March 2009
and being applied. Need
for annual tests as to brand
awareness,
• Raise profile on Knox in external (state and national)
economic development forums. Attendance and active
participation at seminars; workshops etc.
• Define the image and shape strategies around the
promotion of Knox as a progressive business friendly
municipality
8.5.2 Selective sponsorships and participation in trade Ongoing
and business development events
In place – Provide annual list
of events etc.
8.5.3 Develop display materials. Development
of graphics and styles that can be used (subject to
authorisation) by private organisations.
Materials review completed
by November in each yea
Need for annual
review (tie in
with brand
awareness)
31
objective 9:
establishment of a centre for entrepreneurial development
integrating education, start ups & business incubator
Strategy 9.1: Refer to Objective number 4. relating to specialised
sustainable technologies business incubator
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
9.1.1 Incorporated in actions referred to in Objective 4
but with direction to entrepreneurial development:
June 2009
June 2011
All phases of work
completed to schedule
• Feasibility analysis
• Identify critical partners
• Preparation of business case
• Identification of funding needs and sources of funding
Strategy 9.2: Establish alliances with Swinburne University,
State and Federal Government agencies
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
9.2.1 Organise individual meetings with key
stakeholders to gain support.
August 2009
March 2009
Achieved with either formal
or informal cooperative
agreements in place
9.2.2 Organise workshop to consolidate support and
commitments
June 2009
August 2009
Successfully completed
Outcome
Strategy 9.3: Conduct an independent needs analysis for
home based businesses, identifying their needs
32
Tasks & Actions
Timeline Start
Timeline Finish
9.3.1 Undertake an analysis of studies undertaken
in other municipalities to provide guidance and
understanding of useful methodologies
October 2008
December 2008 Completed
9.3.2 Secure funding for independent survey of home
based businesses
December 2008 March 2009
Grant of sponsorship
funding secured
9.3.3 Prepare information kit for home based businesses April 2009
July 2009
Completed
9.3.4 Establish a business network for Knox home
based businesses
July 2009
January 2010
In place with min 50
members and active
executive
9.3.5 Provide specialised programs for home based
businesses
Ongoing
Ongoing
In place
knox economic development strategy
Strategy 9.4: Encourage entrepreneurial educational programs in secondary schools
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
9.4.1 Establish alliances with Knox schools and other
education providers to introduce entrepreneurial
skills development programs into secondary and post
secondary education programs
March 2009
February 2011
plus ongoing
Formal program with
recognised outcomes in
place
9.4.2 Provide award/recognition/scholarship to
encourage entrepreneurial initiatives in schools and
for young people. Link with industry group(s) such as
Australian Industry Group (AIG); Australian Institute of
Management (AIM) for sponsorship and support
February 2010
February 2010
plus ongoing
In place
9.4.3 Investigate potential for major entrepreneurial
event (e.g. Camp Enterprise or similar with a major
sponsor)
July 2009
February 2010
Assessment completed
9.4.4 Establish relationship with Young Achievement
Australia organisation in working with schools on
entrepreneurial development programs
Ongoing
Ongoing
In place
Strategy 9.5: Establish programs to encourage leadership in small business
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
9.5.1 Work with Small Business Counselling Service
(SBCS) and Victorian Business Centre (VBC) to identify
programs and to secure funding on an ongoing basis
Ongoing
Ongoing
Specific programs prepared
and arrangements in place
9.5.2 Establish an annual program to recognise
February 2009
achievement in small business : publicise (e.g. Knox Gold
Star Achievement); civic recognition awards, etc
September 2009 In place
plus ongoing
33
objective 10:
redevelopment of the bayswater/bayswater
north industrial land precinct
Strategy 10.1: To identify potential for redevelopment of ‘brownfield
sites’ in the Bayswater/Bayswater North Industrial precinct
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
10.1.1 Undertake an internal review of previous studies July 2008
and planning documents to identify and evaluate
potential outcomes and priority actions
December 2008 Completed
10.1.2 Identify relevant areas within Council for carriage October 2008
of project and associated programs e.g. City Strategy;
Sustainability
December 2008 Completed
10.1.3 Identify and implement actions for
areas where partnerships may be required, e.g.
Neighbouring Councils and government agencies
February 2009
August 2008
Actions identified and
priorities agreed to with
partner stakeholders
Strategy 10.2: Develop appropriate investment attraction programs
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
10.2.1 Review marketing proposal prepared as part
of original study
April 2009
July 2009
Completed
10.2.2 Prepare cooperative marketing concepts and
themes (and potential partners)
July 2009
December 2009 Completed
Strategy 10.3: Explore potential partnerships with neighbouring councils
Tasks & Actions
Timeline Start
Timeline Finish
10.3.1 In partnership with Maroondah City Council
and Yarra Ranges Shire Council initiate a coordinated
approach to implementation of projects
November 2009 January 2010
Outcome
Partnership agreements
in place and commitment
to identified programs/
projects
Strategy 10.4: Link in our plans for this precinct with objective 8.1 in establishing
on going strategic alliances with major stakeholders and interested parties
34
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
10.4.1 Refer actions 8.1 in relation to identification
of key parties and individuals, contacts and visitation;
also noting key areas of interest and concern for
potential partners
Ongoing
Ongoing
Alliances secured and
ongoing basis for
relationships in place
objective 11:
availability of world-competitive infrastructure in
transport, telecommuni­cations and supporting services
Strategy 11.1: Develop an understanding of infrastructure
requirements of new technologies and industry
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
11.1.1 Refer earlier sections on liaison and networking
Ongoing
Ongoing
Demonstrated ability to
liaise effectively with key
stakeholders
11.1.2 Attendance at relevant seminars, workshops,
industry functions and conferences
Ongoing
Ongoing
Attendance at relevant
events
11.1.3 Subscriptions and desk research
Ongoing
Ongoing
Demonstrated knowledge
Strategy 11.2: Encourage developers to provide state of the art
communications infrastructure and future proofing
36
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
11.2.1 Develop an understanding of needs and
opportunities
Ongoing
Ongoing
Demonstrated ability to
liaise effectively with key
developers
11.2.2 Direct contact with developers and companies
Ongoing
Ongoing
Preparation and successful
completion of annual
schedule
knox economic development strategy
Strategy 11.3: Explore potential partnerships with neighbouring councils
Tasks & Actions
Timeline Start
Timeline Finish
Outcome
11.3.1 In conjunction with Knox Marketing Department Ongoing
and Council’s Public transport Consultative Committee
identify key messages for promotion of improved public
transport services and utilise in Economic Development
forums and communications as relevant
Ongoing
Key messages and strategies
of advocacy determined and
being implemented
11.3.2 In conjunction with developers seek to enhance Ongoing
the provision of public transport facilities and services in
new commercial/industrial projects
Ongoing
Identify and secure
commitment to at least one
significant project
11.3.3 In conjunction with the Eastern Transport
Coalition
Ongoing
Refer 11.3.1 above
Timeline Finish
Outcome
Ongoing
Attendance at relevant
meetings
Timeline Finish
Outcome
Ongoing
Attendance at relevant
meetings and news items
reported in Knox Business
Life and website as relevant
and opportune
Ongoing
Strategy 11.4: Complete the off-road bicycle network
Tasks & Actions
Timeline Start
11.4.1 Internal and external liaison, e.g. Port of
Ongoing
Melbourne Authority (PMCA) and neighbouring Councils
– Active Links project
Strategy 11.5: Advocate for ongoing road improvements
Tasks & Actions
Timeline Start
11.5.1 Internal and external liaison, promotion through Ongoing
communications, e.g. Knox Business Life and forums
37
implementation,
monitoring &
evaluation
38
knox economic development strategy
implementation
The Economic Development Strategy confirms the Knox
City Council’s commitment to the Knox Vision 2025 which
is an expression of the community’s aspiration for a better
and more liveable city particularly as expressed in the
goal of a ‘Prosperous and Modern Economy’. In doing so
it provides a bridge between the vision and the means by
which it will be achieved. It is a detailed strategy and with
its focus on development of innovation, high-tech and
knowledge based industry, together with the provision of
education and skills development opportunities for the
Knox resident workforce, is comprehensive in its scope.
The Economic Development Strategy is based on
partnerships and cooperation. It takes advantage of local
government’s unique position as the direct interface with
its local community to provide the means by which many
State and Federal Government economic strategies can
be transformed into action.
The Federal Government has acknowledged the need to
find ways to increase innovation performance across the
economy and to ensure that business has better access to
new ideas and technologies that bridge the gap between
industry and research. It states that it is about building
a strong, robust and truly national innovation system
to bolster Australia’s innovation performance, boosting
productivity and helping secure high-wage, high-skill jobs
for the future. (Senator Kim Carr Minister for Innovation,
Industry, Science and Research, January 2008)
The Victorian Governments’ overarching policy for State
development is set out in its document ‘Growing Victoria
Together’. In its aspirations for the State’s economy its
vision is complemented by Council’s Knox Vision 2025
Theme of ‘A Prosperous Modern Economy’.
This Agenda also makes the important point that
innovation is not confined to high-tech industries
and that it should not be treated as a research and
development or science and technology issue.
Innovation, it states , is a major economic strategy that
must flow through all sectors of Australia from classrooms
to workrooms to boardrooms.
monitoring and evaluation
the Knox Economic Development Strategy is totally
aligned to these goals and objectives. At a local level it
is committed to delivering these policies with a detailed
prescription of tasks and actions. Through cooperation
and the creation of strategic alliances and partnerships,
the Strategy provides an effective means by which the
aspirations of all three levels of government can be
achieved. However only limited funds are available from
local resources. Additional resources, particularly those
that can be made available through government agencies
whose strategic objectives align with this strategy, will be
needed to deliver this strategy.
Inherent in the Economic Development Strategy is
an awareness that the economy is subject to constant
change and evolution. It is also recognised that the speed
of change has accelerated enormously in recent periods.
Whilst this in no way affects the community’s goal of a
‘Prosperous and Modern Economy’ it can and almost
certainly will have implications for the manner in which
this goal will be achieved.
In this context and in the interests of accountability
and transparency the Economic Development Strategy
will be monitored by Council’s Economic Development
Committee. It will:
In March 2007 the Victorian Government published its
‘National Innovation Agenda’ which highlighted five key
themes or needs, i.e.:
• At its regular meeting receive progress reports from
Council staff responsible for implementation of the
Strategy.
• Increase business innovation;
• Provide an annual report to Council on the progressive
implementation of the Strategy.
• Provide the infrastructure to enable innovation;
• Develop skills for the innovation economy;
• Create a better regulatory environment for
innovation; and
• Forge better connections and collaborations.
• In 2010 and 2012 undertake an extensive review of the
Strategy to ensure ongoing relevancy and priorities of
tasks and actions.
• In 2013 review key objectives of the Strategy and
detail appropriate and relevant tasks and actions for
their implementation.
Every task and action in the Strategy is matched to a
defined outcome. As part of the reporting process these
will also be evaluated to ensure they are delivered on
time and to a high standard.
39
The Knox economy is well-placed to achieve sustainable
economic growth, which is important in providing for
increased community wellbeing in the City. Key economic
and business drivers demonstrating recent and forecast
growth in the City include:
• Average annual population growth of 0.7% between
2001 and 2006 and forecast average annual growth of
0.48% (or 17,945 persons) through until 2031;
• Estimated Gross Regional Product (GRP) of
approximately $5.9 billion in 2006/07, an increase of
3.8% from the level recorded in 2005/06;
economic
profile
• Forecast increase of 11,594 households (or 21.3%)
from 2006 to 2031, representing an average annual
increase of 0.8% over this period;
• Estimated average industry turnover of approximately
$1.3 million, with the highest industry turnovers
recorded by the Wholesale Trade ($6.7 million),
Manufacturing ($2.5 million) and Finance & Insurance
($2.5 million) sectors;
• Unemployment rate of 3.6%, lower than the averages
for Melbourne SD# (4.6%), Victoria (4.8%) and Australia
(4.6%); and
• Average household income of $1,316.96, higher
than both Melbourne SD ($1,278.45) and Victoria
($1,201.36).
40
knox economic development strategy
summary of recent statistical
indicators, city of knox
Population
Estimated Resident Population (2006)
152,388
Projected Population (2031)
170,333
Projected Households (2031)
66,114
Employment
Employed Persons (Sep Qtr 2007)
84,548
Unemployment Rate (%) (Sep Qtr 2007)
Labour Force (Sep Qtr 2007)
3.4
87,531
Participation Rate (%) (Sep Qtr 2007)
69.7
Business Investment
Gross Regional Product ($m) (2006/07)
5,870.1
No. of Businesses (June 2006)
14,355
Avg Industry Turnover ($’000) (June 2006)
1,306.4
Index of Economic Diversity (Australia = 1) (2006)
0.668
Demographics
Avg weekly individual income ($) (2006)
Avg weekly household income ($) (2006)
607.38
1,316.96
Occupation – managers/professionals (%) (2006)
28.4
Employment by sector – primary (resources-based) (%) (2006)
0.3
Employment by sector – secondary (goods-based) (%) (2006)
25.9
Employment by sector – tertiary (commerce-based) (%) (2006)
29.2
Employment by sector – quaternary (information and finance-based) (%) (2006)
27.1
Employment by sector – quinary (domestic, household-based) (%) (2006)
15.0
% of population 15+ yrs with qualification (2006)
49.0
Qualifications – bachelor degree or higher (%) (2006)
27.5
# SD refers to Melbourne Statistical Division, which is situated on the northern and
eastern side of Port Phillip Bay down to the Mornington Peninsula. It covers an area of
approximately 9274.50 sq km.
41
population
Over the period to 2031, the population of the City of
Knox is expected to increase by 17,945 persons – or
an average annual rate of 0.4% – to a population of
approximately 170,333 persons. The growth rate for the
City of Knox is lower than that forecast for Melbourne
SD and Victoria (both 0.8%). The City of Knox is expected
to contribute 2.1% of the total increase in population of
Melbourne SD (854,001 persons) over the period to 2031.
The estimated resident population of the City of Knox
in 2006 was 152,362 persons, an increase of 4,955
persons, or average annual growth of 0.7%, from the level
recorded in 2001. This was lower than the average annual
population growth rates for Melbourne SD (1.5%) and
Victoria (1.3%) over the same period.
In 2006, Knox accounted for 4.1% of the population of
Melbourne SD and 3.0% of the population of Victoria. By
2031, these proportions are projected to decrease slightly
to 3.8% and 2.7% respectively.
Population – Knox
175,000
Actual
170,000
Projected
165,000
160,000
155,000
150,000
145,000
140,000
135,000
130,000
125,000
120,000
115,000
110,000
105,000
100,000
1996
2001
2006
2011
2016
2021
2026
2031
Source: ABS 3218.0, forecast.id
Estimated Residential Population
Level
2001
Level
2006
5-Year
Ann % chg
Level
2031
Avg Ann Growth,
2006–31
147,433
152,388
0.7
170,333
0.4
Melbourne SD
3,471,625
3,744,373
1.5
4,538,462
0.8
Victoria
4,804,726
5,128,310
1.3
6,225,477
0.8
Knox(a)
Note: Population projections for Knox recently updated by i.d. consulting P/L.(‘forecasted,2007’). Revised figures for
Melbourne SD and Victoria are currently under preparation (Department of Planning and Community Development) but
unavailable at time of publication
Source: ABS 3218.0, Dept of Sustainability & Environment, forecast.id
42
42
knox economic development strategy
gross regional product
Gross Regional Product – Knox 2006/07
Agriculture, Forestry & Fishing
Mining
The Gross Regional Product (GRP) of the City of Knox
was estimated at approximately $5.9 billion in 2006/07,
representing an increase of 3.8% from the level recorded
in 2005/06 ($5.7 billion). The City of Knox contributed
3.4% and 2.4%, respectively, to the gross regional / state
products of Melbourne SD ($172.4 billion) and Victoria
($247.4 billion) in 2005/06.
Goods Sector
Non Classifiable Industry
Services Sector
Electricity, Gas & Water Supply
Other
Accomm, Cafes & Restaurants
Cultural & Recreational Services
Government Admin & Defence
Personal & Other Services
Communication Services
Transport & Storage
Education
Finance & Insurance
Construction
Health & Community Services
Ownership of dwellings
Retail Trade
Property & Business Services
With regard to industry, the largest contribution was
made by the Manufacturing sector, with approximately
$1,518.6 million, or 25.9% of the total GRP for the City of
Knox. The Wholesale Trade (12.6%), Property & Business
Services (8.5%) and Retail Trade (7.0%) industries were the
next highest contributors to the GRP of the City of Knox.
Wholesale Trade
Manufacturing
0
200
400
600
800
1,000
1,200
1,400
1,600
$ million
Source: Lawrence Consulting
Gross Regional Product, 2006/07
Knox
Level
($m)
Agriculture, Forestry & Fishing
$15.5
0.3
-22.0
$867.2
0.5
-22.0
$5,085
2.1
-19.6
Mining
$16.7
0.3
6.9
$1,601.4
0.9
6.9
$4,836
2.0
4.5
$1,518.6
25.9
3.8
$26,041.5
15.1
3.9
$29,585
12.0
2.2
$46.3
0.8
-5.8
$2,049.5
1.2
-5.8
$5,588
2.3
-2.0
$233.7
4.0
5.2
$5,460.9
3.2
5.3
$15,020
6.1
10.1
Wholesale Trade
$737.9
12.6
-1.2
$10,560.0
6.1
-1.1
$13,136
5.3
6.4
Retail Trade
$412.7
7.0
2.6
$9,092.6
5.3
2.7
$12,584
5.1
2.3
$47.9
0.8
-11.3
$2,322.6
1.3
-11.2
$3,720
1.5
2.8
Transport & Storage
$126.5
2.2
14.7
$5,881.4
3.4
14.8
$9,503
3.8
11.3
Communication Services
$100.3
1.7
12.9
$5,838.2
3.4
13.0
$7,127
2.9
2.4
Finance & Insurance
$227.6
3.9
2.9
$16,322.0
9.5
2.9
$20,214
8.2
12.7
Property & Business Services
$497.4
8.5
14.7
$25,122.9
14.6
14.7
$31,722
12.8
7.2
$54.0
0.9
4.0
$3,759.3
2.2
4.0
$6,333
2.6
8.8
Education
$214.3
3.7
3.6
$8,479.3
4.9
3.7
$12,639
5.1
9.9
Health & Community Services
$316.9
5.4
11.1
$9,710.8
5.6
11.1
$15,498
6.3
7.3
Cultural & Recreational Services
$50.1
0.9
1.0
$2,270.8
1.3
1.0
$3,537
1.4
4.4
Personal & Other Services
$79.3
1.4
-6.6
$2,436.1
1.4
-6.6
$3,964
1.6
3.0
Non Classifiable industry
$36.4
0.6
4.4
$1,128.5
0.7
4.4
$4,732.1
80.6
4.2
$138,945.2
80.6
5.5
$200,091
80.9
5.6
$407.8
6.9
3.0
$11,975.1
6.9
4.2
$17,245
7.0
4.3
$5,139.9
87.6
4.1
$150,920.4
87.6
5.4 $217,336
87.8
5.5
$729.5
12.4
1.0
$21,419.1
12.4
2.2
$30,845
12.5
2.3
$0.7
0.0
$19.4
0.0
$28
0.0
Electricity, Gas & Water Supply
Construction
Accommodation, Cafes & Restaurants
Government Administration & Defence
Total Industry Factor Income
Ownership of dwellings
GRP at Factor Cost ($m)
Taxes less subsidies on production
and imports
Statistical discrepancy (I)
Gross Regional Product ($m)
$5,870.1 100.0
3.8
Level
($m)
% of Ann
GRP % chg
Victoria
Industry
Manufacturing
% of Ann
GRP % chg
Melbourne SD
$172,358.9 100.0
Level
($m)
% of Ann %
GRP
chg
0.0
5.0 $247,440 100.0
4.8
Source: Lawrence Consulting
43
business numbers
The most recent Australian Business Register indicated
there were an estimated 14,355 businesses operating
in the City of Knox in June 2006. In terms of business
numbers by industry, the Property & Business Services
sector was the largest sector with 3,360 businesses (or
23.4% of total businesses), followed by the Construction
(20.9%), Retail Trade (12.5%) and Manufacturing (11.8%)
industries.
Number of Businesses by Industry
Knox, June 2007
Agriculture, Forestry & Fishing
Mining
The estimated average turnover of all businesses in
the City of Knox region was approximately $1.3 million,
with the Wholesale Trade sector recording the highest
average industry turnover ($6.7 million), followed by the
Manufacturing ($2.5 million) and Finance & Insurance
($2.5 million) industries.
Business Numbers by Industry &
Average Turnover, June 2006
Industry Division
No.
Agriculture, Forestry & Fishing
261
1.8
615.1
6
0.0
350.0
1,698
11.8
2,534.3
24
0.2
434.4
Construction
3,000
20.9
395.3
Wholesale Trade
1,044
7.3
6,679.3
Retail Trade
1,797
12.5
1,026.0
Accommodation, Cafes & Restaurants
210
1.5
503.9
Transport & Storage
723
5.0
314.5
Communication Services
234
1.6
215.5
Finance & Insurance
765
5.3
2,481.0
3,360
23.4
398.4
Education
129
0.9
124.1
Health & Community Services
420
2.9
698.6
Cultural & Recreational Services
249
1.7
649.2
Personal & Other Services
435
3.0
419.0
14,355
100.0
1,306.4
Mining
Manufacturing
Electricity, Gas & Water Supply
Manufacturing
Construction
Avg
% of turnover
total ($’000)
Wholesale Trade
Electricity, Gas & Water Supply
Retail Trade
Accomm, Cafes & Restaurants
Transport & Storage
Communication Services
Finance & Insurance
Property & Business Services
Education
Health & Community Services
Cultural & Recreational Services
Personal & Other Services
0
500
1,000
1,500
2 ,000
Source: ABS Australian Business Register – June 2007
2 ,500
3 ,000
3 ,500
Property & Business Services
Total
Note: Includes businesses located within postcodes
in the City of Knox. The number of businesses in
the Government Administration & Defence industry
classification was not available for publication.
Source: ABS Australian Business Register – June 2006
44
knox economic development strategy
economic diversity
Index of Economic Diversity
Greater Dandenong
The Regional Index of Economic Diversity measures
economic or industrial diversity within a region by
determining the degree to which the region’s industry mix
differs from that of the nation. When the index value is
close to one, the industrial profile of a region mirrors that
of the national economy and is considered more diverse.
The index value for the City of Knox is 0.668, which ranks
ninth of all LGAs comprising South East Melbourne. By
comparison, the index values for South East Melbourne,
Melbourne SD and Victoria are 0.821, 0.904 and 0.960,
respectively. When the index is calculated using the state
economy as the comparative benchmark, the City of Knox
has the seventh highest index value of all LGAs within
South East Melbourne (0.757).
With regard to location quotients, the City of Knox has
a greater industry concentration (i.e. location quotient
greater than 1) than the national economy in the
Wholesale Trade (2.30), Manufacturing (2.21) and Retail
Trade (1.30) industries.
Kingston
Knox
Cardinia
Mornington Peninsula
Monash
Maroondah
Whitehorse
Casey
Bayside
SE Melbourne
Frankston
Melbourne SD
VIC
0 .0
0 .1
0.2
0 .3
0.4
0.5
0 .6
0 .7
0 .8
0 .9
1.0
Source: Lawrence Consulting
Location Quotients
Agriculture, Forestry & Fishing
Mining
Manufacturing
Electricity, Gas & Water Supply
Construction
Wholesale Trade
Retail Trade
Accom, Cafes & Restaurants
Knox
Transport & Storage
Melbourne SD
Communication Services
Victoria
Finance & Insurance
Property & Business Services
Government Admin & Defence
Education
Health & Community Services
Cultural & Recreational Services
Personal & Other Services
0.0
0 .5
1.0
1 .5
2 .0
2 .5
Source: Lawrence Consulting
Index of Economic Diversity
Diversity Index
(Australia)
Rank
(SE Melbourne)
Diversity Index
(Victoria)
Rank
(SE Melbourne)
Knox
0.668
9
0.757
7
Bayside
0.812
2
0.843
2
Cardinia
0.671
8
0.656
10
Casey
0.802
3
0.818
5
Frankston
0.822
1
0.851
1
Greater Dandenong
0.578
11
0.674
9
Kingston
0.590
10
0.695
8
Maroondah
0.746
5
0.821
4
Monash
0.721
6
0.810
6
Mornington Peninsula
0.712
7
0.619
11
Whitehorse
0.795
4
0.826
3
South East Melbourne
0.821
0.899
Melbourne SD
0.904
0.962
Victoria
0.960
n.a.
45
household projections
Households – Knox
70 ,000
Over the period from 2006 to 2031, the number of
households in the City of Knox is expected to increase
by 21.3% – or an average annual rate of 0.8% – to
approximately 64,559 households. The growth rate for
the City of Knox is slightly lower than that forecast for
the South East Melbourne region and Melbourne SD
(both 1.2%) as well as Victoria (1.3%). The City of Knox is
expected to contribute 2.2% of the total increase in the
number of households in Melbourne SD (515,941) over
the period to 2031.
Actual
Projected
65 ,000
60,000
55 ,000
50,000
45,000
40 ,000
35 ,000
30 ,000
1996
2001
2006
2011
2016
2021
2026
2031
Source: Dept of Sustainability & Environment
Household Projections
Level
2001
Level
2006
Level
2011
Level
2016
Level
2021
Level
2026
Level
2031
Avg Ann
Growth,
2006–31
51,056
54,520
57,121
59,600
62,062
64,193
64,559
0.8
Melbourne SD
1,309,401
1,420,121
1,533,890
1,646,759
1,757,080
1,853,060
1,936,062
1.2
Victoria
1,833,623
1,987,078
2,147,059
2,307,596
2,465,384
2,601,659
2,719,200
1.3
Knox
Note: Household numbers for Knox have recently
been updated by i.d. consulting P/L (‘forecast id 2007’)
Revised figures for Melbourne SD and Victoria are under
preparation (Department of Planning and Community
Development) but unavailable at time of publication.
Source: Dept of Sustainability & Environment
46
knox economic development strategy
labour market
Unemployment Rate
%
The number of employed persons in the City of Knox
was estimated at 84,548 in the September Quarter 2007,
representing an annual increase of 4.0% from the level
recorded in the September Quarter 2006. The City of Knox
contributed 4.5% to the estimated number of employed
persons in Melbourne SD (1,894,100) in the September
Quarter 2007.
6 .5
The unemployment rate in the City of Knox was 3.4% in
the September Quarter 2007, which was 0.5 percentage
points lower than the rate recorded in the September
Quarter 2006. The unemployment rate in the City of Knox
has remained below the level of 5% since the December
Quarter 2003. The City of Knox’s unemployment rate is
also historically lower than the averages for Melbourne
SD, Victoria and Australia, levels for which in the
September Quarter 2007 were 4.5%, 4.7% and 4.4%,
respectively.
3 .5
Knox
Melbourne SD
Victoria
Australia
6 .0
5.5
5 .0
4 .5
4 .0
3 .0
2 .5
Sep-04
Mar-05
Sep-05
Mar-06
Sep-06
Mar-07
Sep-07
Source: DEWR
The City of Knox has a job provision rate (i.e. the ratio of
jobs per resident labour force) of 0.75 jobs per resident,
which is lower than the ratios for the neighbouring LGAs
of Monash (1.13) and Dandenong (1.20), as well as the
average for the Melbourne SD (0.90). This indicates that
the City of Knox is a net exporter of jobs/workers to areas
outside the LGA.
Labour Market, September Quarter 2007
Employed persons
Unemployed
Unemployment rate(a)
Labour force
No.
Ann % chg
No.
Ann %
chg
%
Ann % chg
No.
Ann % chg
84,548
4.0
2,983
-10.2
3.4
-0.5
87,531
3.4
Melbourne SD
1,894,100
2.0
90,100
-4.5
4.5
-0.3
1,984,200
1.7
Victoria
2,576,700
2.6
127,400
-6.5
4.7
-0.4
2,704,100
2.1
Knox
Note: (a) Unemployment rate changes are percentage point changes.
Source: DEWR, Lawrence Consulting
47
employment profile
Employment By Industry
Agriculture, Forestry & Fishing
The largest industry of employment for residents in the
City of Knox in 2006 was Manufacturing with 12,439
persons, or 16.5% of total industry employment. The
Retail Trade (13.5%), Health Care & Social Assistance
(9.5%) and Construction (8.6%) sectors are also significant
industry employers in the City of Knox.
Mining
Manufacturing
Electricity, Gas, Water & Waste Services
Construction
Wholesale Trade
2006
Retail Trade
2001
Accommodation & Food Services
Transport, Postal & Warehousing
Information Media & Telecommunications
Financial & Insurance Services
Rental, Hiring & Real Estate Services
Professional, Scientific & Technical Services
Administrative & Support Services
The most common occupational grouping amongst
employed residents in the City of Knox in 2006 was
Clerical & Administrative Workers, accounting for 17.5% of
total employment, followed by Professionals (16.8%) and
Technicians & Trades Workers (16.5%).
Education & Training
Arts & Recreation Services
Other Services
% 0
2
4
6
8
10
12
14
16
18
Managers
Professionals
Technicians & trades
workers
Community & personal
service workers
Clerical & admin
workers
Sales workers
Machinery operators
& drivers
Labourers
Inadequately
described/ not stated
% of total employment
by industry
Source: ABS 2006 Census
Agriculture, Forestry & Fishing
0.6
0.1
0.2
0.0
0.2
0.1
0.2
0.6
0.2
0.2
Mining
0.2
0.2
0.1
0.0
0.1
0.0
0.2
0.1
0.0
0.1
19.1
8.4
23.9
0.7
12.6
7.4
36.2
31.7
17.7
16.5
Electricity, Gas, Water & Waste Services
1.0
0.8
0.9
0.0
1.4
0.3
1.6
0.4
1.0
0.8
Construction
6.6
1.5
30.9
0.2
5.5
0.9
5.6
10.5
4.6
8.6
Wholesale Trade
11.7
5.2
3.0
0.2
10.6
9.7
16.0
4.0
6.1
7.3
Retail Trade
18.0
3.5
5.2
1.6
7.0
59.8
8.1
10.3
6.1
13.5
Accommodation & Food Services
7.0
0.3
3.4
14.2
1.0
6.6
0.8
11.6
2.3
4.7
Transport, Postal & Warehousing
3.9
1.0
0.8
0.9
6.2
1.6
21.8
1.7
2.1
3.8
Information Media & Telecommunications
2.4
3.3
2.7
0.1
2.4
2.5
0.6
0.5
2.1
2.1
Financial & Insurance Services
5.0
6.3
0.5
0.2
11.3
1.4
0.2
0.3
3.1
4.0
Rental, Hiring & Real Estate Services
1.5
0.5
0.4
0.2
1.7
3.8
0.6
0.5
1.0
1.2
Professional, Scientific & Technical Services
5.9
16.4
4.4
0.4
9.2
1.4
0.6
1.3
3.9
6.2
Administrative & Support Services
2.3
2.2
2.4
2.9
3.7
0.8
2.1
11.2
2.0
3.3
Public Administration & Safety
2.9
4.4
1.3
17.9
6.6
0.4
0.6
2.0
2.6
4.2
Education & Training
3.4
22.0
1.6
12.1
4.4
0.2
0.3
1.3
1.2
6.2
Health Care & Social Assistance
3.8
19.6
2.5
36.8
9.5
0.4
1.2
6.1
4.6
9.5
Arts & Recreation Services
1.5
1.1
0.6
5.7
1.2
0.8
0.1
1.0
1.0
1.3
Other Services
2.3
2.2
13.0
4.8
3.3
0.7
1.3
3.1
1.8
4.2
Inadequately described/not stated
1.3
1.3
2.3
1.1
2.2
1.1
1.9
1.9
36.3
2.3
11.7
16.8
16.5
7.9
17.5
11.6
6.7
9.5
Employment By Industry
& Occupation (%), 2006
Manufacturing
% of total employment by occupation
Source: ABS 2006 Census
48
Public Administration & Safety
Health Care & Social Assistance
1.8 100.0
20
knox economic development strategy
income distribution
In 2006, the average individual weekly income for the City
of Knox was $607.38, whilst the averages for Melbourne
SD and Victoria were $624.12 and $597.66, respectively.
With regards to household income, the City of Knox
recorded a higher weekly average ($1,316.96) than both
Melbourne SD ($1,278.45) and Victoria ($1,201.36).
Weekly Individual Income Distribution 2006
%
16
Knox
Melbourne
Victoria
14
12
10
8
6
4
2
0
-ve/Nil
$1 -$149
$ 150 $ 249
$ 250 $ 399
$ 400 $ 599
$ 600 $ 799
$800 $999
$1,000 $1,299
$ 1 ,300 $ 1 ,599
$1,600 - $ 2 ,000 or
$1,999
more
Source: ABS 2006 Census
Weekly Income Distribution (%)
Knox
Melbourne SD
Victoria
Negative/Nil income
8.4
8.9
8.3
$1-$149
8.8
8.1
8.2
$150-$249
12.3
14.5
15.4
$250-$399
12.9
12.8
13.9
$400-$599
15.3
14.1
14.9
$600-$799
13.2
11.7
11.7
$800-$999
10.0
9.3
8.9
$1,000-$1,299
9.4
8.8
8.3
$1,300-$1,599
4.5
4.6
4.2
$1,600-$1,999
2.6
2.8
2.5
$2,000 or more
2.8
4.3
3.7
Not Stated
8.4
8.9
8.3
100.0
100.0
100.0
607.38
624.12
597.66
Avg wkly household income ($)
1,316.96
1,278.45
1,201.36
Avg wkly family income ($)
1,453.30
1,445.17
1,370.02
Total
Avg wkly individual income ($)
Source: ABS 2006 Census
49
qualifications
Qualifications – Population
15 Years and Over 2006
In 2006, 79.7%% of persons 15 years and over in the City
of Knox had a certificate or higher level qualification,
which was higher than the averages for Melbourne SD
(76.5%) and Victoria (75.7%). The most common form
of qualification in the City of Knox was a certificate, with
36.1% of the population aged 15 years and over attaining
a qualification at this level. The City of Knox recorded a
lower proportion of the population 15 years and over
who held a bachelor degree or higher (27.5%) than both
Melbourne SD (36.2%) and Victoria (32.7%).
Knox
Postgraduate Degree
Melbourne SD
VIC
Graduate Diploma and
Graduate Certificate
Bachelor Degree
Advanced Diploma and
Diploma
Certificate
% 0
5
10
15
20
25
30
35
40
Source: ABS 2006 Census
Non-School Qualifications – Population 15 Years and Over
Knox
Melbourne SD
Victoria
No. % of total
No. % of total
No. % of total
Postgraduate Degree
2,042
3.4
95,916
6.1
108,123
5.2
Graduate Diploma and Graduate Certificate
1,615
2.7
58,034
3.7
74,045
3.5
12,769
21.4
418,334
26.5
502,516
24.0
9,608
16.1
223,276
14.1
289,645
13.8
1,946
3.3
42,185
2.7
56,368
2.7
18,398
30.8
345,725
21.9
516,489
24.7
1,169
2.0
24,286
1.5
37,558
1.8
21,513
36.1
412,196
26.1
610,415
29.2
1,815
3.0
39,022
2.5
52,370
2.5
Level of education not stated
10,302
17.3
333,718
21.1
455,296
21.8
Total
59,664
100.0
1,580,496
100.0
2,092,410
100.0
Bachelor Degree
Advanced Diploma and Diploma
Certificate:
Certificate nfd
Certificate III & IV(c)
Certificate I & II(d)
Total
Level of education inadequately described
Source: ABS 2006 Census
Knox City Council
511 Burwood Highway
Wantirna South VIC 3152
Australia
Telephone: 03 9298 8000 Fax: 03 9800 3096
International: +61 3 9298 8000
Hearing Assisted (TTY): 03 9298 8521