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12.4

Annual Report On Implementation Of Economic Development Strategies And Plans

12.4

Annual Report on Implementation of Economic

Development Strategies and Plans

Directorate

City Futures

Director

Kelvin Walsh

Manager

Leanne Deans

Attachment(s)

1. Brimbank Economic Development Strategy -

Implementation Status Report July 2024 [

12.4.1

- 16

pages]

2. Experience Brimbank Visitor Experience and Local

Participation Strategy - Implementation Status Report

July 2024 [

12.4.2

- 15 pages]

3. Local Jobs Local People Program - Implementation Status

Report July 2024 [

12.4.3

- 8 pages]

Purpose

For Council to note the progress to implement the Economic Development Strategy

2022 – 2027, the Experience Brimbank Visitor and Local Participation Strategy 2010 -

2023 and the Local Jobs for Local People Program 2021.

Officer Recommendation

That Council notes the:

a. Economic Development Strategy 2022 – 2027 Implementation Status

Report, shown at Attachment 1.

b. Experience Brimbank Visitor and Local Participation Strategy 2010 –

2023 Implementation Status Report, shown at Attachment 2.

c. Local Jobs for Local People Program 2021 Implementation Status Report,

shown at Attachment 3.

Background

Economic Development Strategy 2022-2027

The Brimbank Economic Development Strategy 2022-2027 (Economic Development

Strategy) was adopted by Council in August 2022 and included 65 actions to unlock

opportunities and address limitations to local economic growth under four key themes:

1. Productive, innovative and sustainable business base

2. Vibrant, prosperous, assessable, precincts and places

3. An engaged and job-ready community

4. Leading the way in economic development practice.

Experience Brimbank Visitor and Local Participation Strategy 2018–2023

The Experience Brimbank Visitor and Local Participation Strategy 2018 –2023

(Experience Brimbank) was adopted by Council in August 2018 and included 82 actions

to develop Brimbank as a tourism destination under five key goals:

1. Create our brand story

2. Improve our visitor experience

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3. Engage and mobilise our local economy

4. Raise awareness of our offer and improve our image with target markets

5. Support and inspire our Business.

Local Jobs for Local People Program 2021

The Local Jobs for Local People Program 2021 was adopted by Council in September

2021 and included 40 actions to grow the capacity of the local workforce under four key

pillars:

1. Strengthening employment networks

2. Support education and training networks

3. Enhance the public realm and support activation

4. Promote local procurement.

Matters for Consideration

Options

The following options are available to Council:

A. That Council notes the Economic Development Strategy, Experience Brimbank

and Local Jobs for Local People Implementation Status Reports, shown at

Attachments 1, 2, and 3.

B. That Council notes the Economic Development Strategy, Experience Brimbank

and Local Jobs for Local People Implementation Status Reports, shown at

Attachments 1, 2, and 3.

, with changes.

C. That Council does not note the Economic Development Strategy, Experience

Brimbank and Local Jobs for Local People Implementation Status Reports, shown

Attachments 1, 2, and 3.

Officers recommend Option A and highlight that considerable progress has been made to

implement the Economic Development Strategy and Local Jobs for Local People Program.

Officers are preparing a new Visitor Economy Strategy, and further opportunities will be

provided to Council for input in 2025.

Analysis

Brimbank Economic Development Strategy (2022-2027)

The Economic Development Strategy (2022-2027) Implementation Status Report, shown

Attachment 1

, contains 65 actions, where:



60 actions (92%) are ongoing



2 actions (3%) are complete



3 actions (5%) have not commenced.

Substantial progress has been made implementing the Economic Development Strategy,

with 95% complete or ongoing.

Highlights from 2023/24 include:



The establishment of the Brimbank Economic and Employment Advisory Group,

which is chaired by the Hon. Wade Noonan.

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

Delivery of the Brimbank Business Migrants Investment Program Pilot, which is

focused on Vietnamese 188 & 132 visa holders and won a National Award for

Excellence from Economic Development Australia in 2023. The Pilot now

includes a program for Mandarin-speaking investors.



Delivery of a comprehensive training, mentoring and networking program which

included two business breakfasts, one women in business event, five Brimbank

bus events, 11 business meet ups, 17 business development workshops and 53

business mentoring opportunities.



Delivery of programs and initiatives they encourage the start-up ecosystem,

including continued operation of iHarvest coworking space, which has signed up

136 new members since its reopening following the COVID pandemic, including

105 members during 2023/2024; as well as delivery of other programs including

CUL-TIV-ATE and IGNITE.



Publishing of Council’s investment collateral and business videos in Vietnamese

and Chinese.

Three actions are yet to commence, one involving a service review of the Economic

Development Unit and can be considered in subsequent years; and the other two

relating to structure planning for the Deer Park and Sydenham Activity Centres, which

will be further considered in a review of the Activity Centre Strategy, which is underway.

Experience Brimbank Visitor and Local Participation Strategy (2018-2023)

The Experience Brimbank Visitor and Local Participation Strategy (2018-2023)

Implementation Status Report, shown at

Attachment 2

, contains 82 actions where:



51 actions (62%) are ongoing



8 actions (10%) are complete



23 actions (28%) have not commenced.

Seventy-two percent of the actions are complete or ongoing.

Highlights from 2023/24 include:



Council continued to support Brimbank involvement in the Eat, Drink Westside

events, which was part of the 2024 Melbourne Food and Wine Festival. Events

held in Sunshine and St Albans Activity Centres were sold out.



Promotion of various stories and updates online, including a collaboration with

Metro Trains on the Storytowns audio guide podcasts, which feature Sunshine,

St Albans and Watergardens; providing communications to Western Melbourne

Tourism for their online channels; and promoting content on Council’s social

media to promote visitation to Brimbank.



Continued support and membership with Western Melbourne Tourism and

support for the Namaste Westside initiative.



Near completion of a new hotel, the PuntHill, 99 Derby Road, Sunshine.



A review of Experience Brimbank in 2023, which recommended that a new

Visitor Economy Strategy be prepared. Work has commenced and has involved

extensive research, stakeholder and community engagement, including a

perception study surveying Brimbank visitors in May 2024.

Council’s review of Experience Brimbank indicated that a significant number of actions

(23) had not commenced, mainly due to a lack of resources to deliver them. Some have

been delayed or constrained by site features, private ownership, and changing strategic

priorities, while others are outside the Council’s direct control and are advocacy items. In

the 2023/24 budget, Council approved a new position with a focus on the visitor

economy, which will provide a dedicated resource to help implement the new Visitor

Economy Strategy, currently being prepared.

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Local Jobs for Local People Report and Program (2021)

The Local Jobs for Local People Implementation Status Report, shown at

Attachment 3,

contains 40 actions where:



1 action (2.5%) is complete



38 actions (95%) are ongoing



1 action (2.5%) has not commenced.

Nearly 98% of actions are complete or ongoing.

Highlights from 2023/24 include:



One hundred and fourteen meetings between Council officers and

representatives from a range of industries across manufacturing, engineering,

hospitality, retail, sales, construction, warehousing and health services to

understand their employment requirements.



Fifty-two meetings between Council officers and local employment agencies to

understand their needs, and fifty-seven referrals of businesses to agencies.



Delivery of the

Do Things Differently

employment seminar and networking event

to promote recruitment and retention strategies and assistance to employers

when employing people who are either Neurodivergent or from culturally and

linguistically diverse backgrounds.



Support for the 2023 Watergardens Jobs Fair week, which enabled local job

seekers to obtain free advice, training and assistance with resume writing,

interview techniques and to meet potential local employers with current job

vacancies.



Delivery of the Tender Writing Masterclass pilot program, which was merged

with the technical, planning and legal aspects of tendering with practical advice

from those who assess tenders.

One action remains outstanding, which relates to the preparation of an audit for

industrial precincts to inform a potential rolling program of streetscape improvements.

This action has not yet been allocated budget, however, doesn’t prevent individual

streetscape projects from being identified and delivered across Brimbank’s industrial

precincts.

Next Steps

Officers will continue to implement the Economic Development and Experience Brimbank

Strategies and Local Jobs for Local People Program and provide quarterly updates

through the Council Plan reporting progress. Further work is programmed for 2025 in

relation to reports to Council and community consultation in relation to the preparation

of the new Visitor Economy Strategy.

Community Engagement

Council officers engage with a range of stakeholders through the delivery of the

Economic Development and Experience Brimbank Strategies and Local Jobs for Local

People Program. No external consultation was required in the preparation of this report.

Resource And Risk Implications

Resource requirements can be met within the Annual Budget 2024/2025.

Community:

potential impact on community, including public trust and customer

service impact.

• Yes – Reporting on the status and progress of the two strategies and program should

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enhance public trust in Council’s ongoing commitment to improving Brimbank’s

economy.

Environmental:

impacts on environmental sustainability, including water/waste

management, climate change, and contaminated land.

• Yes – Implementation of the two strategies and program supports the concept of

living, working and recreating locally and support sustainability outcomes.

Financial:

significant financial impacts.

• Yes – Delivery of the strategies is linked to Council’s operational and capital works

budget and resourcing. Council has limited resources, which can impact the prioritisation

of actions to implement.

Regulatory:

legal, legislative or regulatory implications including the rights/obligations

of stakeholders.

• Yes – The delivery of some actions must accord with relevant legislation including the

assessing of planning permits in accordance with the Planning and Environment Act 1987

and the Brimbank Planning Scheme, and the introduction and administration of special

rate schemes in accordance with the Local Government Act 2020.

Safety

: health, safety or duty of care impacts.

• Yes – The delivery of activations, audits, promotions and physical improvements, as

well as the added amenity and security from the development of a nighttime economy,

should contribute to improved safety and perceptions of safety.

Legislation/Council Plan/Policy Context

This report supports the Council Plan 2021-2025 strategic direction and objective of:

2. Places and Spaces - Liveable and connected neighbourhoods that support

healthy and sustainable futures - A green place for all

• Liveable and Connected - Inviting and liveable spaces and facilities, connected so

people can get around

3. Opportunity and Prosperity - A future focused, transforming city where all

have opportunities to learn and earn - A prosperous place for all

• Growing and Transforming - Optimise community opportunities through infrastructure

innovation and investment

• Earning and Learning - Everyone has access to education, training and lifelong learning

to support their aspirations.

Council officers contributing to the preparation and approval of this report, have no

conflicts of interests to declare.

BRIMBANK CITY COUNCIL

BRIMBANK ECONOMIC DEVELOPMENT STRATEGY 2022-2027

IMPLEMENTATION PLAN STATUS REPORT – 2024

Summary

A review of the implementation of the 65 actions is summarised below:

Theme/Action Group

Completed Ongoing

Not

Commenced

Total

Productive, Innovative and Sustainable

Business Base

Vibrant, Prosperous and Accessible

Precincts and Place

An Engaged and Job Ready Community

Leading the Way in Economic

Development

Total

Ongoing

(Business as usual)

Not commenced

Complete

2, 3%

60, 92%

3, 5%

Completed Ongoing Not Commenced

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Attachment 12.4.1

Theme One – A productive, innovative & Sustainable Business Base

1. Support growth, resilience, and build up the capacity of the existing businesses

Ref Actions

Timeframe Status Where are we now?

1.1 Develop a business engagement plan to ensure engagement is

regular, meaningful and targeted. Ensure business engagement

is contemporary and digitised (where possible) to streamline

and track engagement activity. Regularly engage and

communicate with businesses to deliver targeted and relevant

business information (e.g. Business Link)

Ongoing

Council continues to deliver a program of business engagement across digital

and in person network initiatives which in 2023/24 resulted in:

3126 social media followers with a combined reach of 258,000.

36 editions of E-bulletin sent to local business subscribers.

Eight business articles in the Brimbank Community News.

1.2 Ensure engagement and communication embeds a

consideration of the high prevalence of Culturally and

Linguistically Diverse (CALD) persons who own and/or operate

a business

Ongoing

Council continues to assist its CALD business community with opportunities

to network and communicate in languages other than English including:

Translations of Brimbank Investment Prospectus into Vietnamese and

Chinese languages.

Business Migrants Meet-ups in Chinese and Vietnamese languages. (one

in Chinese and two in Vietnamese)

Partnered with the State Government Skilled and Business Migration

Program.

Developed business mentoring program in Chinese and Vietnamese

languages.

Participation in local ethnic-based business networks such as Aussie-Filo

networking group, Vietnam-Australia Starups & Innovation Association,

Vietnamese Business Support Organisation, Multicultural Consulting

services.

Promotion of free translation service to local business.

Council’s website translated into 15 different languages

Go St Albans and Sunshine Rising newsletters are produced in English

and Vietnamese.

1.3 Facilitate a program of training, mentorship and networking

events/programs to encourage upskilling, capacity building and

businesses-to-business opportunities.

Ongoing

Council continued to promote opportunities for business to build capacity

network including:

• Two Business breakfasts

• One Women in business event

• Five Business Bus events

• 11 Brimbank Business Link Meetups

• 17 Business Development Workshops

• 53 Mentoring Opportunities.

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Attachment 12.4.1

1.4 Promote grants, resources and other incentives available for

businesses through government departments such as Business

Victoria.

Ongoing

Council continued to provide local businesses with resource opportunities via

regular promotion of information about how to access them via our

communication channels.

1.5 Review business permit assessment processes and investigate

the potential to streamline where possible.

Ongoing

Business permit processes were reviewed as part of the State-Government

funded Better Approvals Process pilot project in 2019 and funding was

provided for a business concierge to implement the streamlined service.

Funding for the business concierge resource was discontinued in 2023

necessitating a further revision of the business permit process prior to the

launch of the new corporate website in 2024.

1.6 Maintain an online resource of Brimbank’s economic and

demographic profile to provide a single source of information

to existing and prospective businesses/ investors about key

trends.

Information should include business, employment, industry

and labour force trends.

Ongoing

A comprehensive suite of statistical information regarding the Brimbank

community and economy is maintained and updated on the Council website

through a range of ID demographic and forecasting information. Information

is also provided in Council’s investment prospectus and videos, which are

also available online.

2. Grow and support specialised, innovative, high-value and emerging industries to strengthen economic drivers and supply-chains, and diversify the economy

Ref Actions

Timeframe Status Where are we now?

2.1 Facilitate and encourage business investment/reinvestment in

industrial-related specialisations and clusters such as

manufacturing, transport, logistics and wholesale trade.

Ongoing

Council encouraged business investment in industrial-related specialisations

and clusters by:

Site search assistance to investors

Manufacturers meet-up behind the scenes tour of Luus Industries

Recruitment agencies tour of JBL

Engagement with and promoted new entrants (eg Bardee)

Promotion of MAR and WIFT to industry and investors

Membership of Melbourne’s North Food Group

Implementation of the Business Migrant Investment program.

Promotion of workforce development in manufacturing, transport,

logistics and wholesale trade via expos, job fairs and site tours.

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Attachment 12.4.1

2.2 Facilitate and encourage new business investment in high

value office-based sectors, particularly in the Sunshine Priority

Precinct

Medium to

Long Term

Council has facilitated and encouraged new business investment in high

value office-based sectors via advocacy and promotion of key Activity

Centres in Sydenham, St Albans, Derrimut, Brooklyn and Sunshine in

2023/2024 via Council’s Investment Prospectus, Investor Presentations, a

suite of Investment Videos and Site Tours.

2.3 Support programs and initiatives that encourage the start-up

ecosystem, innovation and entrepreneurialism (e.g. the CUL-TI

VATE Initiative and IGNITE Program)

Ongoing

Council facilitates a range of programs to foster the start-up ecosystem,

innovation and entrepreneurialism including:

• CUL-TIV-ATE (start-up program).

• IGNITE (food sector start-up program).

• iHarvest mentoring sessions.

• iHarvest Lunch & Learn masterclass.

• iHarvest free trial days.

• Regular promotion of start-up business development opportunities

in ebulletin, website and social media.

3. Ensure there is sufficient and adequate critical infrastructure for businesses to thrive

Ref Actions

Timeframe Status Where are we now?

3.1 Advocate for improved telecommunications and digital

infrastructure to support business operations (e.g. full

coverage, lower latency, high speeds).

Short Term

NBN concluded a three-year upgrade program during 2023/24 to create or

extend Business Fibre Zones in St Albans, Sunshine North and Derrimut.

3.2 Encourage new co-working spaces to establish in Brimbank. Ongoing

Council assisted “the Work Studio” with tenant referrals and hosted the

launch of the Vietnam-Australia Starups & Innovation Association at iHarvest.

3.3 Continue to support entrepreneurs, freelancers, micro, small

and home-based businesses by encouraging suitable

accommodation (e.g. incubators, co-working spaces), and

support programs such as hackathons and meet-ups.

Ongoing

During 2023/2024 Council extended the hours of access to iHarvest, updated

the iHarvest website and listed iHarvest on more co-working booking sites.

Officers continue to explore opportunities to expand the service offering and

build the membership.

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Attachment 12.4.1

4. Foster a sustainable and environmentally conscious business community

Ref Actions

Timeframe Status Where are we now?

4.1 Continue to support initiatives that encourage business and

industry to adopt environmentally sustainable business

practices. Examples include take up of energy audits, solar

energy and buying renewable energy.

• Brimbank Community Solar

• Environmental Upgrade Agreement

• 100% Renewable Brimbank Program.

Ongoing

Council supported initiatives that encouraged business and industry to adopt

environmentally sustainable business practices through:

Referrals

Promoting the 100% Renewable Brimbank Program via communication

channels and at events.

Promoting and hosting the WAGA business support program industry

information event at iHarvest.

Membership of the WAGA Business Resilience Working Group and

Melbourne North Food Group.

4.2 Encourage business investment in new, green and innovative

technologies in strategic locations to help reduce waste and

carbon footprint. Examples include circular economy

businesses such as Waste-to-Energy (WTE) facilities

Ongoing

Council assisted investment into the circular economy via:

Assisting Kim Duc to secure a warehouse facility for phase one of their

plastic recycling project.

Featuring food-waste recycler Bardee prominently in the investment

prospectus videos.

Promoting the use of green technology and energy in ebulletin.

Theme two: Vibrant Prosperous and Accessible Precincts and Places

5. Actively participate in planning and development of Brimbank’s major redevelopment areas to encourage economic and employment opportunities for the local

economy and community

Ref Actions

Timeframe Status Where are we now?

5.1 Engage, participate and work with planning authorities,

government bodies, landowners, investors, developers,

business and the community to support and progress the

planning and development of Brimbank’s major redevelopment

areas and priority precincts, particularly:

• Sunshine National Employment and Innovation Cluster

• Sunshine Priority Precinct

• Sunshine Metropolitan Activity Centre

• Sunshine Health Wellbeing and Education Precinct

• Major Activity Centres of Sydenham, St Albans, Brimbank

Central and Deer Park

Ongoing

Council continued to work with the Department of Transport and Planning,

and the Victorian Planning Authority on their planning activities including:

The development of the Albion Quarter Structure Plan Discussion Paper

Ongoing discussions with DTP and Rail Projects Victoria (now Victorian

Infrastructure Authority), on the MAR and Sunshine Station Masterplan

and other rail infrastructure projects.

Engaging with landowners and developers in assessing planning permit

applications.

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Attachment 12.4.1

5.2 Continue to engage with organisations and precincts located in,

or adjacent to Brimbank that are of metropolitan, regional,

state and national significance to facilitate appropriate growth

and development. Examples include Melbourne Airport,

Western Health and Victoria University

Ongoing

Council continues to engage with various organisations including Melbourne

Airport, through the Planning Coordination Forum, and the Victorian

Planning Authority on urban renewal efforts regarding the Braybrook

Regeneration Project. Council has also signed an MOU with Victoria

University and engages with them through various forums including the

Sunshine Partnership Group.

5.3 Encourage high-value industries to establish within the

Sunshine NEIC that align with existing specialisations and the

state-significant designation. Recommendations include:

• Professional and business services

• Advanced manufacturing (medical equipment, devices and

apparatus, biotechnology, construction technologies, food and

fibre)

• Information technology (data centres)

• Health care and social assistance (hospitals, medical clinics

and general practitioners, allied health services, mental health

services, aged care)

• Education, training and research

Medium to

Long Term

Council produced an investment prospectus identifying key industry sectors

and provides timely support to investment queries through Economic

Development, Strategic, Statutory Planning and Place Management Units,

including assistance with identification of potential sites for investors.

Council also provides preapplication meetings with potential investors.

5.4 Actively engage and participate in the State Government’s

delivery of major transport projects to optimise local economic

and community benefits. Transport projects include:

• Melbourne Airport Rail Link (MAR)

• The Sunshine Station Superhub (SSH)

• Suburban Rail Loop (SRL)

• Western Rail Plan

Ongoing

Council continued to advocate for the need to invest in transport including

the MAR and SSH, which has also been included in various submissions

including to the Federal Government Infrastructure Review.

5.5 Promote and facilitate local business procurement and

employment opportunities for major infrastructure projects

(e.g. Victoria’s Big Build)

Medium to

Long Term

Council regularly promoted procurement and employment opportunities

arising from proposed major infrastructure, including:

Participation in the Western Opportunities Network convened to

leverage local employment and business opportunities arising from

Victoria’s Big Build.

Liaison with the Industry Capability Network and Western Melbourne

Tourism.

Programming tender writing workshops.

Promoting opportunities via ebulletin and Jobslink website and social

media.

Several planned information sessions did not eventuate as the State

Government cancelled the 2026 Commonwealth Games and postponed

construction of the MAR.

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Attachment 12.4.1

5.6 Advocate and work with DoT, RPV and contractors where

possible to minimise potential impacts/ disruptions to business

associated with infrastructure works by providing support in

accordance with the Victorian Small Business Engagement

Guidelines (SBEG).

Ongoing

Council advocated for businesses impacted by proposed rail related works as

part of level crossing removal project delivery and MAR design phase.

This included a submission to State Government in response to the draft

Environmental Management Frameworks and proposed Regional Platform

Project at Sunshine Station on the impacts on business operations.

6. Maintain and strengthen the economic role, vibrancy and character of Brimbank’s Activity Centres

Ref Actions

Timeframe Status Where are we now?

6.1 Continue to implement Brimbank’s Activity Centre Strategy

(2018). Consider updating the Strategy to account for new

activity centres, and economic shocks and structural shifts

caused by the COVID-19 pandemic as part of any future review

Medium to

Long Term

The Brimbank Activity Centre Strategy Action Plan continues to be delivered

with 85% of actions commenced or completed in 2023/2024.

6.2 Promote a mix of uses which are reflective of the role and

purpose of Activity Centres and their place in the hierarchy.

Encourage a diversity of activities and services, including retail

and retail services, hospitality, health, wellbeing and fitness

services, entertainment, community, civic and professional

services.

Ongoing

Council’s Investment Prospectus promotes a range of industry across activity

centres and industrial precincts, and Place Managers and Economic

Development staff provide information and support to facilitate investment.

Council also continues to work with DTP on a range of planning, led by DTP.

Council has also commenced a review of the Activity Centres Strategy

including commissioning of an economic analysis that examines the role and

hierarchy of activity centres in Brimbank.

6.3 Continue to implement the Sunshine Rising Action Plan (2019 -

2024) and the Go St Albans Action Plan (2019 - 2024), including

their review and update when required.

Short to

Medium Term

Both Action Plans continue to be implemented with 80% of actions

completed or ongoing in the Sunshine Rising Action Plan and 88% of actions

completed or ongoing in the GO St Albans Action Plan. Work has commenced

on their review.

6.4 Encourage an update to the Watergardens Town Centre

Framework Plan & the Sydenham Regional Activity Centre

Structure Plan and associated planning controls (in line with

current aspirations for the Centre) in order to maximise

economic opportunities for vacant and underutilised site

Long Term

The bulk of the land is in one ownership therefore collaboration and support

from the landowner is required. Council has an established relationship with

owners, and they are currently satisfied with the existing structure plan and

planning provisions.

Council is undertaking a review of the Activity Centre Strategy which may

inform future work.

6.5 Prepare a Structure Plan for the Deer Park Activity Centre and

surrounds.

Short Term

The preparation of structure plan for Deer Park has not progressed due to

the area being adjacent to a major hazard facility and is not recommended

for intensive growth and development.

Yet to commence.

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Attachment 12.4.1

6.6 Support a program of activation, place making and urban

design initiatives across Activity Centres that encourage and

deliver an attractive environment for residents, workers and

visitors to visit, dwell and spend, including improvements that

relate to access, safety and streetscape amenity and character.

Ongoing

Council’s Local Activity Centre (LAC) Capital Works Framework provides the

basis for prioritising public realm capital works in Brimbank’s local activity

centres. Public realms improvements in LACs in 2023/2024 included:

Suffolk Road Shopping Centre.

Leslie Street Local Activity Centre.

Glengala Road Village (concept plan phase)

Billingham Road (concept plan phase)

The Alfrieda Street Master Plan was adopted in 23/24 and design work also

undertaken for East Esplanade. The Urban Design unit is currently leading a

review and update of the capital works framework which is expected to be

completed in 2024/25. Other programs that deliver activations and place

making that support this action includes delivery of the Enjoy Local Activation

Program, Light Up Sunshine and St Albans Programs, and the LAC Activation

Program.

6.7 Facilitate the marketing and promotion of Activity Centres

sense of place; with a focus on Sunshine and St Albans, which

have marketing and promotional special rates.

Medium to

Long Term

Council continues to support a Marketing and Business Development Special

Rate in Sunshine and St Albans, of which the proceeds are provided to the

Business Associations to spend on marketing and promotional initiatives.

6.8 Continue to encourage digital and social media resources that

encourage local residents and visitors to explore Brimbank.

Ongoing

Council continues to promote visitation to Brimbank through the Experience

Brimbank website, and support, provision, and promotion of digital content

across key partners including Business Associations, Western Melbourne

Tourism and Council’s social media.

6.9 Continue to proactively administer the Marketing and

Promotional Special Rate Programs to ensure expenditure

accords with the purpose of the schemes. Undertake a review

and renewal to support business and traders associations to

deliver business development and marketing/promotional

initiatives in Sunshine and St Albans.

Ongoing

The payment agreements for both Special Rates sets out the administration

and conditions associated with payment of the proceeds to the Business

Associations, which involves a quarterly review of all expenditure including

provision of all invoices and bank statements. Council also undertakes a

review of the scheme involving a survey of businesses prior to any renewal

process.

6.10 Consider completing a business audit in Activity Centres with

traditional retail/commercial strips to:

• Monitor change to tenancy mix over time;

• Identify gaps and opportunities that could be promoted; and

• Inform any potential review and update to the Activity Centre

Strategy (2018). The initial focus should be the Centres of

Sunshine, St Albans, Keilor, Deer Park and Glengala.

Medium Term

An economic analysis of activity centres was commissioned in 2023/2024 to

inform the update of the Activity Centre Strategy, which included the

tenancy mix of selected centres. Council also collects data annually for the

Sunshine and St Albans Activity Centres.

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Attachment 12.4.1

7. Protect and enhance industrial precincts in the Western SSIP

Ref Actions

Timeframe Status Where are we now?

7.1 Retain land identified as industrial in BILS (2018), particularly

those areas with good separation from, and contain a limited

number of sensitive uses. Encourage improved amenity

outcomes in industrial areas, in line with the Brimbank

Industrial Design Guidelines, and facilitate access and safety

improvements.

Ongoing

All industrial land identified in the BILLS (2018), remained industrial zoned

during 2023/2024. Council’s ability to improve amenity and limit sensitive

uses is based on the zone and overlay allowances within the Brimbank

Planning Scheme. Council is progressing an amendment to implement the

Brimbank Industrial Design Guidelines into the Planning Scheme in 2025.

Council also continues to implement a proactive compliance program that

focuses on industrial precincts.

7.2 Promote the local, regional and state significance of industrial

precincts in Brimbank.

Ongoing

Council promoted the significance of industrial precincts through Brimbank

Investment Prospectus, the suite of investment videos, site tours with state

government stakeholders and prospective investors, and the Business

Migrants Meet-ups.

8. Encourage the evolution of industrial precincts to attract and establish viable and sustainable industries

Ref Actions

Timeframe Status Where are we now?

8.1 Continue to implement the Brooklyn Evolution Program,

including the long-term transition away from high amenity

impact uses (e.g. landfills) at the end of their lifecycle to lower

amenity impact uses such as light industry, warehousing,

smaller factory, commercial and large-format retail uses. The

Precinct should also support innovative and emerging

industries and technologies and provide opportunities for

environmentally sustainable industries that apply best practice

technology, and extend beyond exclusively materials recycling.

Ongoing

Council continued to implement the Program and in 2023/2024 significant

investment included:

Near completion of a large data centre development

A funding announcement to seal a section road.

Design concepts for a lineal park.

8.2 Where strategic work demonstrates it is appropriate, continue

to support the transition of industrial areas identified as

'transitional' and 'employment' in the BILS (2018) to suitable

and viable alternative uses.

Ongoing

The DTP Sunshine Priority Precinct team progressed planning in the Albion

Quarter that includes some transitional land. Other potential amendments

are proponent led and dependent on proponents progressing through

provision of further information to Council.

8.3 Promote Government grants and information related to soil

remediation and treatment as they arise (e.g. Soil Remediation

Grant, DELWP).

Short to

Medium term

Council officers are not aware of any grants of this nature during the

2023/2024 financial year, however, have promoted opportunities in previous

years.

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Attachment 12.4.1

9. Support the productive use of vacant and underutilised land

Ref Actions

Timeframe Status Where are we now?

9.1 Consider opportunities to develop commercial and/or

community uses on vacant and underutilised land that is

appropriately located and is demonstrated to be surplus to

Council needs.

Ongoing

Council has commenced a process to sell public land in the Sunshine

Metropolitan Activity Centre to the Vietnamese Museum of Australia for the

development of a nationally significant museum. .

9.2 Engage with landowners of vacant or underutilised industrial

zoned land in order to facilitate investment and development

outcomes.

Long Term

Council officers continue to provide information and guidance on a range of

sites including Orica and Broadcast Australia as requested.

9.3 Encourage State Government Agencies and other research

institutions (e.g. CSIRO) to investigate the feasibility of

productive use of Green Wedge Zoned (GWZ) land in the

northwest of the municipality.

Medium to

Long Term

Council advocated to the State Government to undertake an investigation

into the viability of productive uses in the Brimbank Green Wedge in its

submission to the Legislative Assembly Inquiry into Securing Victoria’s Food

Supply in 2023/2024.

10. Grow the visitor economy through product and destination development, and through promotion of precincts, places and spaces

Ref Actions

Timeframe Status Where are we now?

10.1 Update and refresh Brimbank’s Visitor Economy Strategy

(2018) to:

• Reflect Sunshine’s designation as a Priority Precinct

• Investigate opportunities from significant transport

investment like MAR • Consider the implications of COVID-19.

Prioritise projects (or ideas) that invest in identified

gaps/opportunities for products and services for visitor

markets such as VFR, business/corporate, health and

education, leisure/entertainment/recreation (metropolitan

catchment).

Short Term

Council undertook a review of the current strategy in 2023 which

recommended updating the strategy. In 2024 Council commissioned a

consultant to undertake research to inform development of a new Visitor

Economy Strategy.

10.2 Continue to promote Brimbank’s art and cultural attractions,

spaces and festivals/events through various channels, including

Creative Brimbank and Experience Brimbank website

Ongoing

Council continued to promote art and culture through a variety of Channels,

primarily via:

Creative Brimbank publications and the Creative Brimbank website

Council’s website and social media channels

Western Melbourne Tourism

Experience Brimbank Website.

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Attachment 12.4.1

10.3 Promote growth in the night-time economy in locations where

existing businesses are well suited to night-time

trading/servicing such as Sunshine, St Albans and Sydenham.

Ongoing

Council continued to support the nighttime economy in 2023/2024, primarily

via partnerships with the Sunshine and St Albans Business Associations who

held the following key evening events:

Lunar New Year / Lantern Festivals.

Westside Crawls as part of the Melbourne Food and Wine Festival.

Light Up Sunshine and St Albans.

Enjoy Local activations, including an outdoor cinema in St Albans.

Theme three: An Engaged and Job Ready Community

11. Increase local participation in the workforce through preparedness and pathways, upskilling and re-skilling

Ref Actions

Timeframe Status Where are we now?

11.1 Continue to implement actions in the Local Jobs for Local

People Program (2021) relevant to improving employment

pathways and encouraging a job ready workforce.

Ongoing

97.5% of actions in the Local Jobs for Local People (LJLP) Program have either

commenced or been completed by the end 2023/2024.

11.2 Encourage re-skilling and preparedness in the labour force to

combat structural changes that are threatening unskilled and

low skilled job types (e.g. increased automation of

routine/manual processes).

Ongoing

Council continued to meet with local business, industry associations and key

stakeholders involved in the provision of skills development and training

during 2023/2024 to identify local workforce skill demand and provision via

involvement in:

Jobs Victoria Mentors community of practice forum

Department of Education’s Western Region Work Experience Advisory

Group

Promotion and sponsorship of White Card for Women program

Promotion of Try a Trade Day.

11.3 Continue to support employment related Council programs

and initiatives targeting job readiness, engagement and

retention. Focus on reducing the level of disadvantage and

inequality in Brimbank

Ongoing

Council’s Youth Services, Neighbourhood Houses Libraires, BLF and LJLP

program were involved in 60 collaborations to support job readiness in

2023/2024. Key external partners included:

AGA apprenticeships

WCIG

KPR

JBS foods

Women in trades.

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Attachment 12.4.1

11.4 Continue to support programs and initiatives delivered by

employment and learning services, including Brimbank

Learning Futures, Youth Services and the Future Connect Local

Learning Network.

Ongoing

Council’s LJLP program continued to support a variety of programs and

initiatives delivered by employment and learning service providers, with key

support and collaboration in the following activities:

Women’s White Card program

Sheforce program.

Settlement Language Pathways to Employment and Training program

Development of the draft Brimbank Youth Jobs Strategy

Promotion of events and services on Joblink website and social media

channels.

11.5 Support an update to Brimbank’s Youth Jobs Strategy and

Lifelong Learning Strategy

Short Term

Council undertook an update of the Brimbank Youth Jobs and the Lifelong

Learning Strategies and decided to align them formally with the youth

related actions contained in the LJLP program. Future activities will now be

reported as part of the LJLP program.

11.6 Seek to improve communication and engagement between

local businesses and the CALD community/workforce, with

greater emphasis on non-english speakers.

Ongoing

Through the LJLP program, Council partnered with specialist training

organisations to communicate and engage with the CALD

community/workforce and local business including:

Djerrawarrh – Adult migrant English program

Multicultural consultancy services- site tours and introductions with

major employers

CIVIK people – introduced newly arrived migrants and refugees to local

employment options.

BLF – Construction Induction Ticket training

CRSE- Think Differently seminar.

11.7 Promote mental health services to businesses, employees and

job seekers through the appropriate channels (e.g. E-bulletin,

JobLink and Learning Futures)

Ongoing

Council’s LJLP program continued to promote mental health services to

businesses, employees, and job seeker, primarily via fortnightly business e

bulletins and periodically via the JobLink website and social media channels.

11.8 Promote to industry available government support and

services to facilitate the employment of people with a

disability

Ongoing

Council continued to promote support services, information, and seminars to

industries such as hospitality, retail and manufacturing including:

Commonwealth Disability employment services

Wage and training subsidies

Job Access support

“Think Differently” seminar on how to recruit and support neurodiverse

workers and those returning to work after injury.

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Attachment 12.4.1

Ref Actions

Timeframe Status Where are we now?

12.1 Continue to implement actions in the Local Jobs for Local

People Strategy (2021) relevant to skills gaps and labour force

shortage

Ongoing

Council continued to implement LJLP program actions regarding skills gaps

and labour force shortages, including:

Connecting training organisations to employers to identify skill gaps and

build training programs to match employer’s needs.

Partnering with Workforce Australia and the Jobs Victoria Mentor

Program to discuss local skill requirements.

Promotion of government training programs and incentives for

businesses to recruit and train staff.

12.2 Engage with key sectors affected by labour shortages such as

health care, social assistance, manufacturing and hospitality.

Investigate activities to address labour shortages across these

sectors.

Short Term

Council continued to engage with health care, social assistance,

manufacturing, and hospitality sectors, about:

Engaging with the Patient Service Assistant eight-week training program

of Western Health Sunshine where participants were interviewed and

offered employment on successful completion.

Partnering with café operations and barista training courses across

Brimbank and promoted graduates to local hospitality business.

Sponsored a Jobs Fair at Watergardens Shopping Precinct.

12.3 Partner with tertiary education institutions (such as Victoria

University) and industry to formulate and implement a

targeted approach to local labour force shortages and skills

gaps (e.g. VU Skills Hub and Construction Futures Training

Facility)

Short Term

Council continued to partner with tertiary education institutions and industry

to address labour force shortages and skills gaps, including:

Australian Industry Group’s Major Manufacturing Project promoting

trades/apprentices into manufacturing (resulting in connections with

Luus Industries & General Laser).

The AGA Group’s Women into Trades pre-employment program

(resulting in connections with local trade employers)

VU Jobs and Skills Hub’s presentation VU’s local skills and training to the

Brooklyn-based employers.

12.4 Support the potential to establish a VU Rise (Centre of

Excellence) in the Sunshine NEIC

Long Term

A component of the VU RISE is based in Sunchine. Council continues to

support the establishment of a more comprehensive centre of excellence in

the NEIC in 2023/2024 via its advocacy and policy support.

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Attachment 12.4.1

Theme Four: Leading the way in Economic Development Practice

13. Embed economic development practice across Council, and adopt a best practice approach

Ref Actions

Timeframe Status Where are we now?

13.1 Undertake a service review to ensure sufficient capacity and

resource allocation to deliver economic development priorities,

including ensuring clearly defined roles and responsibilities.

Medium to

Long Term

The Economic Development Unit was not scheduled for a formal service

review during 2023/2024.

13.2 Encourage the ongoing implementation of smart city

technology to deliver efficiencies in economic development

practice, and assist decision making

Ongoing

Council continued to look for ways to use smart city technology to assist

service improvements and policy development as well as business

development, including:

Workshops on use of AI in decision making.

Installing sensors in street litter bins to optimise collection.

Using mobile phone signal data to track visitation patterns and origins to

inform preparation of a new Visitor Economy Strategy.

13.3 Attend industry events and forums for knowledge sharing,

networking and promoting Brimbank’s interests (e.g. Economic

Development Australia, Mainstreet Australia, Western

Melbourne Tourism, Victorian Tourism Industry Council).

Ongoing

Council officers continued to attend industry events and forums, including:

Economic Development Australia workshops, networking events,

training, and annual National Conference

Mainstreet Australia Annual Conference

Western Melbourne Tourism

Victorian Tourism Industry Council

North Melbourne Food Group

Victorian Manufacturing Showcase

14. Support local and regional economic development priorities, programs and initiatives

Ref Actions

Timeframe Status Where are we now?

14.1 Represent Brimbank’s interests in regional economic forums

and regional economic strategies. Collaborate with regional

bodies such as Lead West, Western Melbourne Tourism and

WoMEDA on strategic priorities such as investment attraction,

infrastructure delivery, workforce development and precinct

development.

Ongoing

Council maintained active membership on LeadWest, Western Melbourne

Tourism and WoMEDA, and supported a range of advocacy work for the

region, which had a strong focus on transport investment.

14.2 Consider establishing a municipal-wide Economic and

Employment Advisory/Reference Group, consisting of business

and industry leaders to discuss current issues and opportunities

Short-Term

The Brimbank Economic and Employment Advisory Group (BEEAG) was

formed in 2024 as a forum to discuss local issues and opportunities relevant

to economic, industry and business development.

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Attachment 12.4.1

relevant to economic, industry and business development,

support and growth.

14.3 Continue to support Council advisory committees such as the

Sunshine and St Albans Partnership Group.

Ongoing

Council continued to support the following business focused Council advisory

committees.

Sunshine Partnership Group

St Albans Partnership Group

Brooklyn Industrial Precinct Committee

Brimbank Economic and Employment Advisory Group.

15. Target and facilitate investment in land use, business and infrastructure to deliver economic and community benefits.

Ref Actions

Timeframe Status Where are we now?

15.1 Embed an investment facilitation framework protocol to ensure

a consistent and coordinated approach across Council

Departments. Continue to refine and implement the Investment

Facilitation Framework.

Short-Term

Council has previously developed and applied guidelines to identify internal

roles and processes to support investment facilitation. Three pre-application

meetings were organised during 2023/2024 using the protocol.

15.2 Publish Council's investment attraction brochure to inform

businesses of Council's investment process.

Ongoing

Council have commenced an update to the investment brochure that

outlines this process.

15.3 Maintain an up-to-date Brimbank Investment Prospectus that

can be used as collateral to target investment.

Ongoing

Council updated the investment prospectus 2023/2024 and has also

published it in Vietnamese and Chinese.

15.4 Advocate and promote investment initiatives and opportunities

through investment prospectus, advocacy and advisory groups,

and strategic partnerships.

Ongoing

Council continues to advocate and promote investment initiatives and

opportunities to:

DJSIR Skilled and Business Migrants Program

DJSIR Investment & Business Engagement Team

Invest Victoria

Global Victoria (VGTI offices south-East Asia)

Sunshine and St Albans Partnership Groups

Brimbank Economic and Employment Advisory Group.

15.5 Identify, attract and liaise with landowners, institutional

investors and developers to facilitate targeted investment

opportunities that relate to the development/occupation of a

specific site(s) or precincts.

Ongoing

Council continues to work with key stakeholders on investment opportunities

in the Sunshine Priority Precinct and the Sunshine NIEC and undertook

targeted engagement as part of the Sunshine Energy Park vison work. Council

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Attachment 12.4.1

also engaged regularly with key commercial real estate agents to identify

landowners and potential investors.

15.6 Investigate infrastructure and service (physical and soft) needs

to support new and existing SMEs and the start-up ecosystem in

the municipality and Western Melbourne

Short-Term

Council has undertaken work to inform improvements to its service and is

also exploring the potential to expand its service offering.

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Attachment 12.4.1

BRIMBANK CITY COUNCIL

EXPERIENCE BRIMBANK VISITOR AND LOCAL PARTICIPATION STRATEGY 2018 - 2023

IMPLEMENTATION PLAN STATUS REPORT – JULY 2024

Ongoing

(Business as usual)

Not Commenced

Complete

Summary:

A review of the implementation of the 82 actions is summarised below:

Goal

Completed Ongoing

Not

commenced

Total

1. Create our brand Story

2. Improve our visitor

experience

3. Engage and mobilise

our community

4. Raise awareness of our

offer and improve our

image with target markets

5. Support and inspire our

image with target markets

Total

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Attachment 12.4.2

Goal 1: Create our Brand Story

Ref Actions

Timeframe Status Where are we now?

1.1.1 Develop a visitor value proposition for Brimbank and its key

destinations in the context of a brand for Melbourne’s West, including

the development of core brand pillars for each suburb and key

messaging.

2018/2020

Council surveyed residents and visitors in May 2024 to inform preparation of

the new Visitor Economy Strategy, which will include a Destination Marketing

Framework to enable a visitor value proposition to be developed.

1.1.2 Identify local suburb/destination ambassadors and develop their

profiles as key influencers for Brimbank. This may include international

students, ethnic associations, local leaders, sports stars, celebrities and

celebrity chefs.

*This action will be undertaken in collaboration with ‘We Are Brimbank’

activities

2018/19

Council promoted Brimbank’s local influencers and business identities via:

‘We are Brimbank’ video series, produced in 2021, showcasing

Brimbank’s ambassadors, from the fields of fashion, retail, tourism

and creative industries.

Positive stories in broadcast and print media.

Digital communications amplifying ‘good news’ stories

Sharing story ideas with partners such as Western Melbourne

Tourism

Sunshine Rising and Go St Albans quarterly newsletters.

1.1.3 Develop a narrative about the city’s transformation for use in marketing

communications.

2018/19

Council developed the Sunshine Priority Precinct Vision 2050 and its

transformation into Melbourne’s second CBD, which was promoted via a

range of communication channels and to the public via a story on Channel 7’s

Sunrise program in 2023.

1.2.1 Undertake a tourism content and collateral audit, determine the gaps

and develop content and collateral to align with the new visitor value

proposition. This would include reviewing the ‘Experience Brimbank’

brochure to ensure its alignment with the new value proposition and

destination approach.

2018/19

Council conducted a product audit in 2019 as part of the development of the

Experience Brimbank Visitor Map.

1.2.3 Undertake an audit of all tourism photography and commission a hero

and editorial photo shoot and production of video footage (professional

and semi -produced) for use across traditional and online marketing

channels.

2018/23

Council undertook Tourism photo shoots focusing on key product and

experiences in 2020 and 2024. A video series ‘Brimbank Delights’ was

produced in 2021 to highlight Brimbank’s key experiences, such as the

Bowery Theatre, HV McKay Gardens and Overnewton Castle.

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Attachment 12.4.2

Ref Actions

Timeframe Status Where are we now?

1.2.4 Develop visitor itineraries across Brimbank’s core experience offerings,

and explore the inclusion of experiences outside of the Brimbank

municipal boundary.

2019/20

The Experience Brimbank Visitor Map and website include visitor itineraries.

1.2.5 Explore the development of a high-quality Food Guide that leads visitors

through the depth and breadth of cultural food experiences to be had in

Brimbank’s key food precincts. E.g. St Alban’s Alfrieda St. In doing this,

make use of the ‘Story Bank’ which provides stories on the people

behind the food and their family heritage.

2019/20

Brimbank’s food precincts have been promoted through Council’s

partnerships with St Albans Business Group Association Inc (SABGAI) AND

Sunshine Business Association (SBA). Activities include:

Implementation of the St Albans and Sunshine Marketing and

Business Development Plans, which are funded through Special Rate

Scheme overseen by Council.

Working with Metro Trains to create and deliver Storytowns audio

guide featuring hospitality businesses.

Delivering food tours as part of the Melbourne Food & Wine Festival

and the Be Bold Festival.

Promoting hospitality businesses through the SABGAI and SBA social

media channels.

1.2.6 Create a ‘Business Marketing Kit’ for each suburb/destination story that

includes an image library, video, and written content.

2019/20

This action was beyond the resources available to implement this strategy.

Goal 2: Improve our visitor experience

Ref Actions

Timeframe Status Where are we now?

2.1.1

Pursue opportunities to work with Parks Victoria in their development

and implementation of a ‘Visitor Experience Framework Strategy’ that

identifies opportunities to improve and better utilise Brimbank Park for

tourism purposes. E.g. Improved access, presentation on arrival, and

amenities; increased activation through wellbeing experiences, events,

public art, indigenous experiences, new trails, food trucks, wayfinding

signage, interpretation etc.

2018/19

Council has discussed opportunities to improve Brimbank Park with Park

Victoria and other stakeholders including initial exploration of the ‘2000

Steps’ concept. Parks Victoria was consulted during stakeholder consultation

to develop a new Brimbank Visitor Economy Strategy.

2.1.2 Engage with the Wurundjeri Tribe and land managers including Parks

Victoria and City West Water to explore the potential for the

development of Aboriginal and Eco-tourism experiences at sites

including: Brimbank Park, Organ Pipes National Park and Horseshoe

Bend Farm. This may include the investigation of a visitor interpretation

centre in Brimbank Park which showcases the Aboriginal and

archaeological importance of the area

2019/23

This action was beyond the resources available to implement.

Council commenced authentic engagement with the Wurundjeri in 2023 as

part of its work at Sydenham Park however the focus is on the protection of

cultural heritage and not tourism. Council also engaged with Wurundjeri in

2021 as part of its investigation into the 2000 Steps concept at Brimbank

Park.

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Attachment 12.4.2

2.1.3 Work with Melbourne Water to investigate opportunities for the

potential creation of a recreation and habitat corridor through the

Brimbank Green Wedge that connects Brimbank Park to the Organ

Pipes National Park.

2018/23

Shared paths have been identified in the Maribyrnong River Design

Guidelines, however much of the land is culturally significant or privately

owned which will need to be resolved to progress.

2.1.4 Continue to develop the city’s cycling experience through the

implementation of council’s Cycling and Walking Strategy, and potential

development of a ‘Cycle Art Trail’ throughout the municipality, and

working with neighbouring councils on a “Maribyrnong Cycling

Experience”

2019/23

Council continues to implement the Cycling and Walking Strategy and the

Creative Brimbank Art Trail maps include cycling trails.

2.1.5 Undertake a community perception survey to discover what local’s love

about Brimbank and seek to improve these visitor experiences.

2018/19

Council conducted a perception study surveying Brimbank visitors and locals

in May 2024. The research results are informing preparation of a new Visitor

Economy Strategy.

2.1.6 With input from the community perception survey, undertake a

precinct audit to identify gaps in the visitor experience and develop a

targeted investment program to lure high quality and entrepreneurial

businesses to Brimbank’s key precincts.

2018/23

This can be considered as part of the preparation of a new Visitor Economy

Strategy.

2.1.7 Work with neighbouring councils to explore the development of an

Industrial Tourism Strategy for Melbourne’s West to showcase the

industrial heritage of Sunshine, Newport and Yarraville.

2019/23

Council commissioned a scoping study to explore the viability of Sunshine’s

Heritage tourism offer, specifically in relation to the Sunshine Harvester

Works. The study recommended that more investigation into the visitor

appeal and cost analysis be conducted, which has not occurred due to limited

resources.

2.1.8 Contribute to the development of a Parks, Gardens & Nature Visitor

Strategy for Greater Melbourne.

2019/23

Officers are unaware of the development of a Parks, Gardens & Nature

Visitor Strategy for Greater Melbourne.

2.1.9 Support initiatives that encourage collaboration between hospitality,

tourism business and local musicians with the view to increasing

activation of the nighttime economy.

2019/23

Council supported the Sunshine and St Albans Traders Associations to hold

events contributing to the evening economy including:

Lunar Festivals and involvement in the Melbourne Food and Wine

Festival

Light Up Sunshine and St Albans

St Albans Outdoor Cinema

Enjoy Local program.

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Attachment 12.4.2

2.1.10 Continue to develop and promote Brimbank’s urban culinary offering.

This may include attracting a commercial operator to conduct Food

Tours in Brimbank’s key culinary precincts and encouraging local

businesses to develop cooking school experiences.

2018/23

Council continues to support Eat.Drink.Westside - a collaboration between

Melbourne Food & Wine Festival, Western Melbourne Tourism, Council and

Business Associations. Council works with Western Melbourne Tourism to

promote Brimbank’s culinary offering through its marketing channels.

Council is also exploring the opportunity to develop a self-drive picnic

through Melbourne’s West.

2.1.11 Identify and implement initiatives that better utilise Brimbank’s heritage

assets for tourism and education purposes. E.g. linking Brimbank

experiences to school curriculum frameworks, making better use of the

many industrial buildings e.g. for art spaces, market spaces, galleries,

music events, program spaces for young people.

2020/23

Council’s Arts & Culture unit commissioned a study to explore the viability of

an Arts Hub and the potential use of the former Sunshine Technical College

was identified as an option. The scoping study to explore the viability of

Sunshine’s Heritage tourism offer identified several sites that could be made

more accessible for tourism and education purposes and recommended

more investigation into the visitor appeal and cost analysis be conducted.

This has not occurred due to limited resources.

2.1.12 Work with the owners of the St Alban’s market to Investigate the

potential for them to develop the market to increase its appeal to

visitors.

2019/23

Council has engaged with the Market and understand the focus is currently

on other priorities.

2.2.1 Encourage and support a strong ongoing program of events through

Council’s Community Grants Program to attract visitors and combat

negative perceptions. This could include: undertaking an audit of existing

eventsto determine their value to the visitor economy, and working with

community groups to ensure that gaps and new event opportunities are

identified to direct future events development. This action should be

undertaken in context of the Events Strategy for Melbourne’s West.

2018/19

Council continues to support community grants through the Community

Grants funding program. Council promotes the events through owned and

partner channels, including Western Melbourne Tourism’s regular feature in

the Star Weekly.

2.2.2 Encourage and support events that leverage well-established and

internationally recognised festivals and events. E.g. Melbourne Food &

Wine Festival, Melbourne International Comedy Festival, Melbourne

International Film Festival, Melbourne Fringe Festival.

2018/23

With the support of the Council, both the Sunshine and St Albans Business

Associations participate annually in the Melbourne Food and Wine Festival’s

Eat.Drink.Westside program. Council’s Creative Brimbank also partners with

major events such as Melbourne Fringe Festival, Melbourne International

Jazz Festival and MidSumma Westside.

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Attachment 12.4.2

2.2.3 Encourage and support the development of cultural events of scale to

engage residents across Greater Melbourne. E.g. Chinese New Year,

Diwali and other cultural, faith and nationality-specific celebrations.

2018/23

Council continues to provide support, through community grants and the

Sunshine and St Albans Marketing and Business Development Special Rates,

to encourage development of cultural events including Lunar New Year and

other cultural, faith and nationality-specific celebrations such as the Pasefika

Theatre Festival.

2.2.4 Work with key venues and attractions in the municipality to identify

opportunities for the hosting of regionally or nationally significant

events. E.g. events in Brimbank Park, Calder Park, Knights Stadium and

Green Gully Reserve

2018/23

Council held preliminary discussions with Western Melbourne Tourism and

Parks Victoria about opportunities for 2026 Commonwealth Games and

potential venues were identified, however the 2026 Games were cancelled

by the State Government. In July 2024, Melbourne West Special Olympics will

host their Regional Games at the Brimbank Aquatic and Wellness Centre. This

event will draw athletes and spectators from across the State. Parks Victoria

is in the early stages of developing an Events Strategy for Brimbank Park and

Council will be involved in the development of this Strategy.

2.2.5 Provide input into the development of a Music Tourism Strategy for

Greater Melbourne, which includes Melbourne’s West, with the view to

host future music events in our municipality

2019/20

This action was beyond the resources available to implement this strategy.

2.2.6 Maximise business events and conferencing opportunities at the St

Albans Community Conference Centre.

2018-23

Council predominantly promotes the STACC through the Creative Brimbank

website, quarterly guides and social media. This includes promotion of

business events and conferencing capabilities.

2.3.1 Encourage and facilitate development of a full-service international

hotel to Sunshine, and more short-term accommodation to the

municipality

2018/23

Approval has been given for several hotels in Sunshine including:

80 Harvester Rd

32-36 Sun Cres

112 Anderson Rd

PuntHill Sunshine, at 99 Derby Road, is due to open in September 2024.

2.3.2 Advocate for a regional stadium for nationally significant sporting and

other events.

2018/23

A regional stadium is identified in the Sunshine Energy Park Vision adopted

by Council in May 2024. Council continues to advocate to Government and

various organisations, in line with the vision.

2.3.3 Encourage investment in Calder Park as a multi-use venue in addition to

motorsports.

2020/23

Council reached out to Calder Park management in 2024 and in previous

years regarding venue upgrades, however the venue re-investment focused

on motorsports rather than diversification.

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Attachment 12.4.2

2.3.4 Identify and work up a portfolio of investment-ready tourism projects,

and undertake a series of targeted investor meetings to facilitate and

ultimately secure investment in the projects.

2020/23

This action was beyond the resources available to implement this strategy.

2.3.5 To support the development of an investment prospectus, provide key

information about the visitor economy to prospective investors to help

facilitate their investment decision.

2018/23

The Visitor Economy was identified in Council’s Investment Prospectus,

which was revised in 2023.

2.4.1 Continue to promote improved perceptions of safety in Brimbank’s key

destinations and precincts.

2020/23

Council applied for grants for CCTV in Sunshine and St Albans Town Centres.

Council participates in safety roundtables and Council Place Managers work

closely with Victoria Police to address safety in Sunshine and St Albans Town

Centres.

2.4.2 Continue the program of public realm improvements in Sunshine and St

Albans Town Centres, in particular tree planting along key boulevards

and Council’s ‘Proactive Cleaning and Maintenance Program

2018/23

Council completed delivery of the Hampshire Road Masterplan in 2021 and

adopted the Alfrieda Street St Albans Masterplan in 2024. The proactive

cleaning and maintenance program continues to be delivered.

2.4.3 Pursue a whole of destination approach to the provision of visitor

information by determining appropriate information channels, strategic

sites and partners for the provision of visitor.

2019/20

The following information channels were developed for promotion:

Experience Brimbank Visitor Map was created in 2019.

Experience Brimbank Landing page was created in 2019.

Experience Brimbank Website was created in 2021.

2.4.4 Continue to improve Council’s website to engage better with visitors

and the community, with the view to:

Creating a dedicated visitor sub-site/and or pages with unique

URL’s that can be used as calls to action in marketing

communications. E.g. experiencebrimbank.com.au;

visitsunshine.com.au.

Maximising and leveraging online opportunities with partner

consumer websites including Visit Victoria, Destination

Melbourne’s DYOB site; Metro Trains, and local

industry/attractions websites – including free event listings, page

links etc.

Maximising Search Engine Optimisation and website visibility

through integration with social media platforms; and

Support ‘We are Brimbank’ activities

2018/23

A stand-alone Experience Brimbank Website was created in 2021 to better

engage with visitors and community. The website was reviewed in 2024.

Destination Melbourne and its website closed in 2018.

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Attachment 12.4.2

2.4.5 Undertake an audit of Brimbank’s online tourism content and work with

businesses to develop and implement an online content distribution

strategy that fills content gaps across influential online and social media

platforms.

The audit should also inform the development of the Brimbank Digital

Business Strategy (Digital Strategy) identified in the Brimbank Economic

Development Strategy Implementation Plan 2017 – 2022. The Digital

Strategy should include a section that specifically addresses the visitor

economy.

2019/23

This action was beyond the resources available to implement this strategy.

2.4.6 Work with local businesses, experiences and attractions to encourage

listings in the Australia Tourism Data Warehouse (ATDW) to ensure

Brimbank visitor experiences are well represented and bookable online.

2018/23

Council promotes the ATDW via the Brimbank Business e-bulletins.

2.4.7 Work with State Government and key partners to improve visitor access

and connectivity through upgrades to pathways, road and rail

infrastructure and public transport improve visitor access and

connectivity through upgrades to pathways, road and rail infrastructure

and public transport.

2018/23

Council has worked with State Government and other key partners on key

connectivity projects including Sunshine Super Hub, Hampshire Road Civic

Green, Stage 9 Federation Trail, Glengala Village, Alfrieda Street the West

Gate Tunnel Project and the Suburban Rail Link.

2.4.8 Encourage improvements to visitor interpretation assets at key historic

sites to engage visitors in the unique and authentic stories of these

sites, and consider updating the heritage trail map.

2019/23

Sunshine’s Heritage Tourism scoping study identified potential visitor

interpretation opportunities and recommended more investigation into the

visitor appeal and cost analysis be conducted. This has not occurred due to

limited resources.

2.5.1 Continue to implement Council’s streetscape, parks and public realm

improvements (including gateway signage), place making and public art

activation programs, with a view to strengthening the sense of place,

particularly at key gathering points.

2018/23

Council continues to invest in parks, public realms, public art, and place

making programs via the capital works program and its operational budgets

for the Go St Albans and Sunshine Rising programs.

2.5.2 Work with Parks Victoria and City West Water to identify supporting

infrastructure to activate the Maribyrnong River and associated

waterways to enhance visitor appeal.

2019/23

Council continues to liaise with Parks Victoria and water authorities in

relation to the Maribyrnong River and key public sites that have an interface

including Organ Pipes, Brimbank Park and Horseshow Bend Farm, however

no specific action has been undertaken in relation to the identification of

supporting infrastructure.

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Attachment 12.4.2

2.5.3 Work in collaboration with Victoria University and Melbourne

University to; enhance the international student experience in

Brimbank, improve our image, and support the university’s student

attraction program.

2019/23

Council has worked with Victoria University to deliver an activation around

‘O’ week in Sunshine Town Centre. Representatives from Victoria’s University

also participate in the Sunshine and St Albans Town Centre Partnership

Groups. Council also engaged with Victoria University through their

attendance at a Visitor Economy Strategy workshop in April 2024.

2.5.4 Continue to implement Council’s Place Management Program in

Sunshine through renewal and delivery of the Sunshine Rising Strategic

Business Plan and Implementation Program

2018/23

Council continues to implement the Sunshine Rising Action Plan 2019-2024

and has commenced work to update it.

2.5.5 Continue to implement Council’s Place Management Program in St

Albans through preparation and delivery of the Go St Albans Strategic

Business Plan and Implementation Program

2018/23

Council continues to implement the Go St Albans Town Centre Action Plan

2019 – 2024 and has commenced work to update it.

Goal 3: Engage and Mobilise Our Community

Ref Actions

Timeframe Status Where are we now?

3.1.1 Explore the potential of conducting an ‘Un -Earth’ or ‘Discover Your

Own Backyard’ or ‘Open House’ week which encourages the local

community to visit local attractions or undertake experiences that

increase their awareness of what is on offer in their city. This may

include a series of workshops, experiences and events across the entire

municipality, or be suburb/precinct based.

2018/23

The Discover Your Own Backyard program ceased in 2019 and there was no

replacement program.

3.1.2 Explore the concept of ‘Lounging in ……’ – a regular place activation

initiative that gets local residents into defined precincts/streets in the

warmer evenings to meet others and experience their local offer. This

will support the nighttime economy, increase safety and increase the

sense of vibrancy. E.g. council provides lounges, seats and tables, music,

entertainment, and local business food stalls, or people bring their own.

2019/23

Council delivers Enjoy Local across Brimbank, as well as Light Up Sunshine

and St Albans, that support events that bring visitors to Brimbank. An

evening outdoor cinema was also held in St Albans.

3.1.3 Work with local real-estate agents to promote the positive lifestyle

attributes of the city with a view to encouraging new residents to

become local champions for Brimbank. This may include the

development and distribution of a new residents’ pack

2019/23

This action was beyond the resources available to implement this strategy.

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Attachment 12.4.2

3.1.4 Work across Council and with Councillors to promote a strong, unified,

and positive voice for Brimbank

2018/23

Key actions have included:

Council representation on the Western Melbourne Tourism Board

Delivery of the ‘We are Brimbrink’ campaign.

Advocacy to State Government and other organisations to promote

Brimbank

Council’s delivery of the ‘We are Brimbank’ awards.

3.1.5 Develop and implement a Communications Plan for the distribution of

visitor and tourism related content, both within Council and to the local

community via Council’s existing communications platforms – print,

online and social media.

The Communication Plan should also inform the development of the

Brimbank Digital Business Strategy (Digital Strategy) identified in the

Brimbank Economic Development Strategy Implementation Plan 2017 –

2022. The Digital Strategy should include a section that specifically

addresses the visitor economy.

2019/23

Council ran a campaign promoting tourism content through Council

platforms during summer 23/24, however no work has progressed on the

development of a Communications Plan, or Digital Business Strategy, which is

beyond the resourcing currently available and would be subject to

development of a business case for funding.

3.2.1 Engage with and provide information to localschoolsto educate children

about Brimbank and encourage them to become long term advocatesfor

the city. This may include integrating Brimbank experiences and learning

outcomes via the school curriculum.

2020/23

This action was beyond the resources available to implement.

3.2.2 Create, build and maintain a local ‘fan base’ of Brimbank residents and

businesses and actively engage with them via social media. E.g. through

competitions etc.

2018/23

This action was beyond the resources available to implement.

3.2.3 Work with local businesses and major employers to raise awareness of

Brimbank’s offer amongst those who work but may not live in our city.

E.g. This could include running staff incentive programs or competitions

linked with major employers, local businesses and experiences.

2019/23

This action was beyond the resources available to implement.

Goal 4: Raise awareness of our offer and improve our image with target markets

Ref Actions

Timeframe Status Where are we now?

4.1.1 Develop a Social Media Strategy which articulates Council’s social media

voice in the context of the visitor economy versus its normal local

government obligations. The strategy will outline a program of social

media initiatives, partners and channels to target key influencers and

raise awareness of Brimbank in line with its visitor value proposition

and brand.

2019/23

This action was beyond the resources available to implement, and there is no

resourcing allocated to the development of a Social Media Strategy.

Notwithstanding, Council does develop content to be featured in social

media and local media, and in 2013 Council’s Communications Unit produced

a series of 30 second videos for social media.

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Attachment 12.4.2

The development of this strategy will feed into the Digital Tourism

Marketing Strategy which is being developed to promote Melbourne’s

West.

The Social Media Strategy should also inform the development of the

Brimbank Digital Business Strategy (Digital Strategy) identified in the

Brimbank Economic Development Strategy Implementation Plan 2017 –

2022. The Digital Strategy should include a section that specifically

addresses the visitor economy.

4.1.2 In line with the Social Media Strategy, provide weekly content to

enhance Brimbank’s digital footprint and engage with target markets.

Content delivered will focus on emotive imagery and stories based

around specific themes relevant to Brimbank’s key destinations and

their differentiated offerings. Activity may include themed

competitions, e.g. Visit, Live, Work, Experience Brimbank etc.

2019/23

As per 4.1.1 – no media strategy has been developed, however content is

regularly promoted on Council’s social media and through Western

Melbourne Tourism.

4.1.3 Work collaboratively to deliver a coordinated approach to digital

marketing across Melbourne’s West and leverage social media

opportunities with partners, including; local businesses, Destination

Melbourne, Visit Victoria, Metro Trains, Parks Victoria, Victoria

University, Melbourne Airport.

2018/23

Council regularly collaborates with and provides content to Western

Melbourne Tourism about local events and new product offerings for

promotion through their channels and to the travel industry and media. In

2023, Council worked with Metro Trains to include Sunshine and St Albans

content in their ‘Story Town’s podcast. The content was launched by Metro

Trains in June 2024.

4.1.4 Work collaboratively with Parks Victoria to improve the quality and

accessibility of online content relevant to Brimbank’s key natural

attractions.

2019/23

This action was beyond the resources available to implement.

4.2.1 Continue to grow participation in Destination Melbourne’s Discover

Your Own Backyard Campaign, including: content development,

community engagement and digital campaigns

2018/23

Destination Melbourne ceased operation in 2019 and has not been replaced.

4.2.2 Use insights from the community perception audit to inform VFR

marketing communications

2019/23

Results from the community perception survey in 2024 will inform the

development of the new Visitor Economy Strategy and provide insights to

inform VFR marketing.

4.2.3 Provide information to Victoria University, Sunshine Hospital, local

accommodation providers, experiences and attractions to raise

awareness of Brimbank’s offer, particularly with international students

and their visiting friends and relatives; and those coming to Brimbank

for medical purposes.

2018/23

The Experience Brimbank maps are regularly distributed to accommodation

providers in Brimbank and to neighbouring information centres each year.

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Attachment 12.4.2

4.3.1 Explore the development and implementation of a consumer facing PR

strategy that targets key influencers to proactively address visitor

perception issues. This may include running a visiting

journalist/bloggers/key influencers familiarisation program aimed at

raising awareness of Brimbank and combating negative perceptions.

2019/23

Council has provided story ideas to Western Melbourne Tourism for media

pitches. Council has provided advice and contacts to Western Melbourne

Tourism on engaging with Visit Victoria’s Media team.

4.3.2 Actively promote Brimbank’s destinations, precincts and unique

attractions in line with core experience pillars, stories and themes to

maximise the visitor experience and encourage visitor dispersal and

economic benefit throughout the municipality – particularly in the

shoulder seasons of Autumn/Winter. E.g. nature, food, art, and

industrial heritage.

2019/23

Refer to 4.1.3; 4.2.3; 4.3.1.

4.3.3 Provide information to Melbourne Airport and Airport Hotels to raise

awareness of Brimbank’s offer. E.g. itineraries and experiences that

visitors can do on arrival and or while waiting for their plane to depart.

2019/23

Council continues to liaise with Melbourne Airport about opportunities to

promote awareness of Brimbank’s offer to transiting passengers and

engaged them in stakeholder conversations to inform development of a new

Visitor Economy Strategy.

4.3.4 Work with local attractions and businesses to encourage local industry

cooperative marketing initiatives. E.g. Bowery Theatre packaging dinner

and show; a visitor passport program etc.

2019/23

This action was beyond the resources available to implement this strategy.

4.3.5 Work with local businesses to help them identify and implement

marketing initiatives that leverage off well known festivals and events.

2019/23

Council has worked with local businesses to leverage of major events

including Keilor Gift, European Festival, the Lunar New Year Festivals and

other major events.

4.3.6 Work with Darebin Council to cooperatively market Brimbank’s

Aboriginal tourism assets alongside Darebin experiences such as; the

Spiritual and Healing Trail, Merri Creek, and the Koori Mural.

2020/23

This action was beyond the resources available to implement this strategy.

4.3.7 Work with neighbouring council’s to actively promote the West using

the cross municipal visitor itineraries that have been developed.

2019/23

In addition to joint work through Western Melbourne Tourism, other work

has included:

Distribution of visitor Maps have to Melbourne, Wyndham and

Hobsons Bay visitor centres

Regular meetings between Council officers in neighbouring councils

to discuss cross-promotion opportunities.

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Attachment 12.4.2

Goal 5: Support and inspire our businesses

Ref Actions

Timeframe Status Where are we now?

5.1.1 Build local tourism ‘Champions’ by promoting collaboration and

nurturing tourism leadership amongst council, businesses and Business

Associations through the development of a Local Visitor Economy

Industry Network.

2018/23

Council works to build local tourism champions through:

Promotion of the Western Melbourne Tourism Leadership course,

which in 2021 included participation by a Keilor business and

participated in the Australian Tourism Exchange’s Observer Program

in 2024.

Business membership on Council’s Brimbank Economic and

Employment Advisory Group, and the COVID Business Taskforce.

Participation in stakeholder workshops to inform preparation of the

new Visitor Economy Strategy.

5.1.2 Champion tourism within council by educating and raising awareness

amongst council staff and councillors as to the role and value of the local

visitor economy. This may involve the creation of an internal Visitor

Economy Working Group.

2019/23

There are a range of forums and channels that facilitate awareness including

the attendance at the Western Melbourne Tourism meetings, Council

Information Bulletins, attendance at relevant conferences, internal

stakeholder workshops.

5.1.3 Promote, and or undertake tourism industry events and forums that

promote the value of tourism in our city. E.g. undertake an Brimbank

Visitor Economy Forum, tourism breakfasts etc.

2018/23

Tourism industry events are promoted through the Business e-bulletins and

business-to-business channels. Other activities have included:

A familiarisation tour with Western Melbourne Tourism

Providing a submission into the Parliament Enquiry into the effect of

COVID on the visitor economy.

5.2.1 Identify and streamline approval processes to encourage targeted

businesses and events to establish and flourish more easily.

2018/23

A business concierge service was implemented, however funding for this

service finished on 30 June 2023.

5.2.2 Work with local businesses, business associations and trader groups to

foster and encourage business investment and investment in the night

time economy

2018/23

Council supported the Sunshine and St Albans Traders Associations to hold

events contributing to the evening economy including:

Lunar New Year and Lantern Festivals

Westside Crawls

Initiatives associated with delivery of Light Up Sunshine and St

Albans, which include the St Albans Outdoor Cinema.

Implementation of the Enjoy Local program.

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Attachment 12.4.2

5.2.3 Work in collaboration with local real estate agents and landlords to

attract new businesses and tenants to the city’s unused, vacant, and

poorly maintained buildings and sites to achieve greater activation.

2018/23

Council engages with local real estate agents, landlords and local businesses

to revitalise the city as well as pursue improvements through delivery of shop

front improvements, Local Activity Centre Activation and lighting programs.

5.3.1 Increase Council and local business involvement in Western Melbourne

Tourism and Destination Melbourne industry development initiatives.

E.g. Digital Fest in the West, Melbourne Visitability Program, Melbourne

Tourism Industry Leadership Program, Melbourne Tourism Week,

Melbourne Live, Check in to China, Tapping into Tourism, and Melbourne

Tourism Industry Expo.

2018/23

Council is an active member of Western Melbourne Tourism and officers

attend every meeting and contribute to their projects, which has included

participating in:

Namaste Westside initiative

Westside Crawls

Provision of information for socials, media, and other initiatives

The Reset Tourism study in 2022

Participating in the Steering Committee.

5.3.2 Engage with local businesses to encourage an approach to Green

Tourism

2018/23

This action was beyond the resources available to implement and not

considered appropriate given the lack of development of Brimbank’s tourism

industry.

5.4.1 Develop a program to monitor and evaluate the success of Council’s

destination marketing campaigns and event attendance -

2019/23

Council undertakes customer surveys of major events in St Albans and

Sunshine and has also undertaken survey work in relation to the Enjoy Local

activation work in previous years.

5.4.2 Continue to support the implementation and administration of

Marketing and Business Development Special Rate and Charge Schemes

to encourage commerce, retail, and professional activity of the Sunshine

and St Albans Town Centres, and other Centres, where they are

supported by the respective Business Associations.

2018/23

The Sunshine and St Albans Marketing and Business Development Special

Rates were renewed for five years in 2022 and 2023 respectively and require

ongoing oversight and administration which is directed by Payment

agreements.

5.4.3 Investigate the opportunity to commission visitor perception research to

benchmark and track perception and awareness improvement, including

measuring brand health across core experience pillars with the identified

target markets.

2018/23

Council conducted a perception study surveying Brimbank visitors in May

2024. The research results are informing the preparation of a new Visitor

Economy Strategy.

5.4.4 Support Destination Melbourne and Western Melbourne Tourism

research programs to support ongoing development of the DYOB

campaign

2018/23

Council has supported Western Melbourne Tourism’s research into the local

Indian diaspora as part of the Namaste Westside project aimed at catering to

the Indian tourism market. Destination Melbourne is no longer operating.

They managed the Discover Your Own Backyard campaign.

5.4.5 Develop a Brimbank Visitor Experience & Local Participation Strategy

2023-2028 to plan for the next phase of visitor growth.

2023

Council officers has engaged a consultant to help develop a new Visitor

Economy Strategy and has undertaken stakeholder engagement in 2024.

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Attachment 12.4.2

5.5.1 Work with Melbourne Airport and the Victorian Government to

proactively advocate for the airport rail link and develop plans that tap

into an airport rail interchange hub at Sunshine. E.g. hotels.

2018/23

Council works closely with the Sunshine Priority Precinct team and

Department of Transport and Planning in planning for the Sunshine Precinct,

and advocates to the State and Federal Government about the importance of

Melbourne Airport Rail. This also included preparation of a submission to the

Federal Government’s Infrastructure Review in 2023.

5.5.2 Work with Melbourne Airport and the Victorian Government to identify

employment and visitor economy opportunities from the expansion of

Melbourne Airport and its third runway.

2018/23

Council assisted Melbourne Airport in holding a Job Fair to help them address

chronic workforce shortages after COVID restrictions were lifted. The Job Fair

included site tours of work areas and interviews with jobseekers. Council also

promoted Melbourne Airport’s Women in Refuelling Open Day and Aircraft

Maintenance Apprenticeship Career ‘Speed Interviews’ initiatives in 2024.

5.5.3 Work with Melbourne Airport to manage and minimize impacts to

Brimbank’s sense of place and environment from the expansion of the

Melbourne Airport and its third runway.

2018/23

Council made a comprehensive submission objecting to the 2022 Master Plan

and Preliminary Draft Major Development Plan for the Third Runway

Proposal. This was based primarily on the lack of mitigation of noise impacts

on residents. Officers continue to attend the quarterly Melbourne Airport

Planning Coordination Forum meetings and Community Aviation

Consultation Group meetings.

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Attachment 12.4.2

BRIMBANK CITY COUNCIL

BRIMBANK LOCAL JOBS LOCAL PEOPLE PROGRAM

ANNUAL IMPLEMENTATION STATUS REPORT

–

JUNE 2024

Summary

A review of the implementation of the 40 actions is summarised below:

Action

Completed Ongoing Not

commenced

Total

Strengthen Employment Networks

Support Education & Training Pathways 0

Enhance the Public Realm & support

Activation

Promote Local procurement

Total

Ongoing

(Business as usual)

Not commenced

Complete

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Attachment 12.4.3

1. Strengthen Employment Networks

1.1 Connect local businesses with local employment agencies, training organisations and training programs

Ref

Action

Timeframe Status Where are we now?

1.1.1 Meet with individual businesses to understand employment

requirements in identified key industries.

Short

114 meetings were held during 2023/2024, with representatives from a range of

industries including manufacturing, engineering, hospitality, retail, sales,

construction, warehouse and health services.

1.1.2 Meet with local employment agencies to understand their

needs.

Short

52 meetings were held with representatives from local employment agencies

in 2023/2024.

1.1.3 Make referrals for businesses to agencies and training

organisations.

Short

57 referrals for businesses to agencies and training programs were made in

2023/2024.

1.1.4 Reinvigorate the Brimbank Job Link site to provide a

platform for local businesses to access local people.

Short

Council has commissioned work to reinvigorate the site, including making it

easier to review resumes. This increased functionality will be operational by

September 2024. A record 4699 Jobs were posted on the Job Link site in

2023/2024.

1.1.5 Review COVID Business Taskforce to potentially expand its

role beyond COVID recovery, with a focus on economic and

employment outcomes.

Short

The taskforce concluded in 2022 and eligible members invited to express their

interest in being involved in the newly formed Brimbank Economic and Employment

Advisory Group in 2024.

1.2 Encourage and promote workforce diversity in local businesses

Ref

Action

Timeframe Status Where are we now?

1.2.1 Promote the value of workforce diversity.

Medium

Three articles were published on workforce diversity via the JobLink website mailing

list during 2023/2024.

1.2.2 Conduct workshops to assist businesses to diversify

workforce.

Medium

Three workshops were conducted about expanding the workforce by being inclusive

and embracing diversity including the Think Differently workshop.

1.2.3 Work with key industry associations to promote their

industry to diverse employees.

Medium

Council worked with key industry stakeholders such as Tradeswomen Australia and

Onsite Women to promote a more inclusive and diverse workforce, as well as other

associations like VECCI and the Industry Capability Network. Programs were

promoted on the JobLink website, the business e-bulletin and Council’s social media

channels.

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Attachment 12.4.3

1.2.4 Support initiatives to proactively create inclusive

employment opportunities within Brimbank Council.

Short

The following initiatives occurred 2023/2024:

Participation in Employer Innovation Lab.

Development of pilot program to address recruitment, retention and/or

career progression for young people facing disadvantage.

Leisure Centre recruitment of neurodivergent swim teachers.

Gender and Inclusion training delivered to all Council staff.

Council reviewed and updated its recruitment process and practices to

remove clauses that created barriers to inclusion and promote the support it

had for people with disability.

1.3 Engage with CALD community groups regarding Employment opportunities

Ref

Action

Timeframe Status

Where are we now?

1.3.1 Meet with community groups to discuss job opportunities

and pathways to employment.

Medium

Eight presentations were made to community group on employment pathways and

opportunities in 2023/2024, including:

CALD community groups from CIVIK People

JUSTWORKS

Djerriwarrh Community & Education Services

Multicultural Consultant Services

Vietnamese office for Student Support.

2. Support Education and Training Networks

2.1 Continue to support Employment related Council programs and initiatives

Ref

Action

Timeframe Status Where are we now?

2.1.1 Continue to collaborate with BLF in relation to

employment outcomes.

Long

Collaboration with BLF is ongoing and in 2023/2024 included:

Local Jobs Career Expo

Brimbank Careers Week

White Card for Women courses (two sessions sponsored).

Presentation of Local Jobs for Local People program to BLF

stakeholders.

Introduced WCIG to BLF to be the delivery partner of the Career Quest

Program.

Introduced local employers to BLF.

Inclusion of BLF staff on tour of local employer site-tour.

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Attachment 12.4.3

2.1.2 Continue to support Council departments and teams

who conduct programs and initiatives targeted at job

readiness.

Short

60 collaborations regarding job readiness were conducted during 2023/2024

including:

Promotion of key workforce related programs to Youth Services,

Learning Futures, Neighbourhood Houses and Libraries.

Connecting local employers to employment and training organisations

and community groups such as AGA apprenticeships, WCIG, KPR, JBS

Foods and Women in Trades.

2.1.3 Continue to examine opportunities for funding of BLF

over the longer term.

Short

Council continued advocacy to the State and Federal Government in the lead up to

elections. The LJLP program has also introduced BLF to prospective partners able to

fund and deliver programs aligned with the aims of BLF.

2.2 Engage with local education and training organisations regarding local training needs

Ref

Action

Timeframe Status Where are we now?

2.2.1 Meet with training providers to understand programs. Short

53 meetings were held with a wide variety of education and training providers

during the 2023/2024, primarily to keep up to date with current program

support offerings and provider changes.

2.2.2 Meet with government representatives regarding training

programs and financial incentives for businesses.

Short

19 meetings were held with government representatives regarding training

programs and financial incentives during 2023/2024 which focused on the criteria

for financial incentives for businesses to take on new employees.

2.2.3 Hold annual workforce development forum to discuss skills

needs.

Medium

A Jobs Victoria mentors’ community of practice forum was held during the

2023/2024 and included discussion regarding employer needs and workforce

skill shortages.

2.2.4 Facilitate opportunities for employers to connect with

education/training organisations to review study

pathways.

Short

23 opportunities to connect employers with education/training organisations

were facilitated during 2023/2024.

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Attachment 12.4.3

2.3 Advocate for local training outcomes

Ref

Action

Timeframe Status Where are we now?

2.3.1 Support regional workforce development initiatives.

Short

Council supported eight regional workforce development initiatives during

2023/2024.

2.3.2 Partner with major project proponents to identify future

jobs and skills requirements.

Short

In 2023/2024 Council met with major project proponents to discuss future jobs and

skills requirements including:

Jobs Victoria Mentor Program

Dept. of Education’s Western Region Work Experience Advisory Group

Western Opportunities Network Launch.

2.3.3 Continue to support Council advocacy initiatives that aim to

increase employment outcomes.

Short/

Ongoing

Council continued to partner with education providers and community groups

delivering programs to assist youth, parents, CALD and disadvantaged

community members.

2.3.4 Ensure local training organisations are aware of future major

projects skills requirements

Short/

Ongoing

Council met twice with local training organisations to make them aware of the

skills requirements for future major projects during 2023/2024.

2.3.5 Support apprenticeships and traineeships within Council. Short/ Ongoing

Council recruited three apprentices/trainees in the Parks Service and facilitated

short term internships and work experience in various department during the

2023/2024 financial year.

2.4 Connect with young people, migrants and disadvantaged regarding pathways to employment.

Ref

Action

Timeframe

Status

Where are we now?

2.4.1 Continue to support the implementation of the Brimbank

Youth Jobs Strategy 2018 - 2023

Short/

Ongoing

Support was provided during the preparation of the revised Brimbank Youth Jobs

Strategy, which will now be incorporated and reported through the Local Jobs for

Local People Program.

2.4.2 Recruit a pool of local leaders from key industry sectors to

deliver career talks to local schools.

Medium

Seven local business leaders from key industry sectors such as manufacturing,

government administration, construction and retail, presented to local schools

during 2023/2024 financial.

2.4.3 Conduct workshops with migrant groups to discuss work

ready programs and potential jobs.

Medium

Four workshops were held with migrant groups to discuss work ready programs and

potential jobs during 2023/2024. Key work ready programs conducted with

Djerriwarrh Community and Education Services and Community Plus included:

Adult Migrant English Program

Settlement Language Pathways to Employment and Training Program

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Attachment 12.4.3

3. Enhance the Public Realm and Support Activation

3.1 Ensure that key business areas are attractive, active and safe for local workers and customers

Ref

Action

Timeframe Status Where are we now?

3.1.1 Continue to coordinate delivery of streetscaping

improvements in Activity Centres with delivery of Activation

initiatives.

Ongoing

Council’s existing Local Activity Centre Capital Works Framework was prepared in

2017 to provide framework for prioritising capital works investments and improve

the public realm in the 30 local activity centres within the municipality. The

implementation of the framework yielded several public realms improvements to

activity centre, which in the last financial year included:

Suffolk Road Shopping Centre Upgrade works in May 2023.

Leslie Street Local Activity Centre, Glengala Road Village Public Realm

improvement, and Billingham Road Local Activity Centre Upgrade in

2023/24.

The Urban Design unit is currently leading the review and updates of a capital works

framework which is expected to be completed in 2024/25.

3.1.2 Audit industrial precincts to inform development of a

potential future street scaping improvement program. Long

An audit to inform a rolling program of streetscape improvements in industrial areas

is yet to be developed and has not yet been programmed due to financial

constraints. This doesn’t prevent individual projects from being considered through

the capital works and budget process for site specific improvements.

3.2 Continue to delivery Place Management programs in Sunshine and St Albans

Ref

Action

Timeframe Status Where are we now?

3.2.1 Implement the Sunshine Rising Action Plan 2019 - 2024 Short

The Sunshine Rising Action Plan was adopted in 2019 and is being implemented.

Work has commenced on the preparation of a revised plan.

3.2.2 Implement the Go St Albans Action Plan 2019 - 2024

Short

The GO St Albans Action Plan was adopted in 2019 and is being implemented. Work

has commenced on the preparation of a revised plan.

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Attachment 12.4.3

4. Promote Local Procurement

4.1 Further Continue to encourage local procurement programs and policy

Ref Action

Timeframe Status Where are we now?

4.1.1 Continue to support Brimbank Localised website.

Short

The Brimbank Localised website was discontinued by the provider in 2022.

4.1.2 Hold regular Localised networking events.

Short

The Localised networking events have been replaced by Business Link meetups and

11 were held during the 2023/24 financial year.

4.1.3 Together with ICN, run a workshop for local businesses

regarding major projects.

Long

One was held in 2022, however since Melbourne Airport Rail and the 2026

Commonwealth Games were both postponed by the State Government, ICN have

had few local projects to promote to local businesses.

4.1.4 Run information sessions for local businesses on how to

tender for Council work.

Medium

Three workshops were held on Tender Writing for Council work in 2023/2024.

4.1.5 Promote the importance and benefits of local procurement

to local businesses.

Medium

Two articles on the importance and benefits of local procurement to local businesses

were promoted on the Brimbank JobLink Website during 2023/2024.

4.1.6 Promote Council’s upcoming work program and large

contracts in its business communications like the Brimbank

E-Bulletin

Short/

Ongoing

24 articles regarding Council’s upcoming work program and large contracts were

promoted on channels such as ebulletin, social media and Brimbank Job link Website

during the 2023/2024 financial year.

4.1.7 Increase the amount of local businesses on the Industry

Capability Network website

Short

The ICN Gateway website was promoted to local suppliers and tenderers via the

JobLink website notices and social media and ebulletin.

4.1.8 Continue to promote the Brimbank Think. Shop. Buy Local

campaign, or similar.

Short

The Brimbank Think. Shop. Buy Local campaign is promoted in activity centres and on

social media each year.

4.2 Track and report on local procurement

Ref Action

Timeframe Status Where are we now?

4.2.1 Estimate the level of Council expenditure in the local

economy (and report annually)

Long

Council expenditure in the local economy is estimated as $16,340,306.96 for

2023/2024.

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Attachment 12.4.3

4.3 Support and promote social procurement programs

Ref Action

Timeframe Status Where are we now?

4.3.1 Support the implementation of Council’s social procurement

framework.

Long

The policy is promoted through Council’s intranet to all staff to provide guidance on

the procurement of goods, services, and works to create social value.

4.3.2 Promote benefits of social procurement internally within

Council.

Medium

The policy is promoted through Council’s intranet to all staff to provide guidance on

the procurement of goods, services, and works to create social value. Ongoing.

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Attachment 12.4.3