City of Casey

1
City of Casey

• Economic Development Profile Presentation to
  SEATS
• 15TH August 2008

2
Profile

• Victorias largest municipality
• Population - 222,236 (ABS 2006)
• Forecast - 350,000 by 2030, as big as Canberra
  is today
• High Growth Rate
• Increase of 40,700 people in 5 years (2001
  2006)
• Current annual average growth rate of 4.1
• Equates growth of 50 the size of Ballarat in 5
  years

3
Profile cont.

• Regional location
• Casey CBD is 35 km south east of Melbourne CBD
• Local municipal area of approx 400 m2.
• Geographic span - 30km north to south and 17 km
  from western to eastern points.
• Major regional service centre arc and workforce
  catchment area of 75 km east and south east of
  Casey CBD
• Diverse topography - from the foothills of the
  Dandenong Ranges to shores of Westernport Bay

4
City of Casey
5
Unique Point of Economic DifferentiationMetro
Melbourne Peri-Urban Fringe(interface of
metro and rural economic factors shaping Caseys
economic landscape)Country - Rural
Profile cont.
Casey
6
Profile cont.

• Business
• Approx. 14,904 businesses
• Top 3 employers (Approx. 3,300 jobs)
• Casey Council
• Southern Health
• Utility Services Pty Ltd
• Major industry sectors
• Retail, Accommodation Cafes and Restaurants
  (9,160 jobs)
• Health, Community Services and Education (6,125
  jobs)
• Followed by
• Wholesale Trade, Transport and Storage (3,825
  jobs)

7
Profile cont.

• Workforce
• 2001 81,000 (ABS)
• 2006 100,677 (ABS)
• By 2030, a local workforce of approx. 164,000
  with a resident population of 350,000
• Regional 100,000 140,000 jobs required in the
  Casey-Cardinia growth corridor
• Jobs
• Local Casey LGA Jobs
• 42,520 (ABS, 2006)

8
Impacts of Rapid Growth

• Positive impacts on the development of the local
  economy
• There has been rapid growth in such sectors as
  construction, retail and convenience hospitality
• Casey has a large number of home-based businesses
  
• Negative impacts on the development of the local
  economy
• There has been insufficient time for the
  development of CBD-type economic activities of a
  managerial, headquarters or regional
  administration nature
• Virtually all office-based employment in Casey
  caters solely for the local market
• A related consequence is the absence of what are
  known as clusters of businesses in one or more
  industry sectors it is difficult for the economy
  to grow organically when its foundations are so
  disparate
• (continued over)

9
Impacts of Rapid Growth (cont.)

• Negative impacts on the development of the local
  economy
• (continued )
• Local business networks are relatively weak in
  terms of both networking with Casey and outwards
  
• There is a relatively small pool of business and
  community leadership
• With such a preponderance of first home-buyers in
  the population, there is also a small pool of
  local savings and assets that could drive local
  business investment franchise and branch
  dominance of the retail sector is partly due to
  this
• There is an emerging access-to-jobs cost for
  Casey families meanwhile, the local economic
  profile offers few incentives for the current
  school-age cohort to progress to post-compulsory
  education

10
Impacts of Rapid Growth (cont.)
Low Job Containment

• High degree of permeability with the south east
  regional corridor for employment for local
  residents particularly Greater Dandenong, Monash,
  Kingston and Melbourne CBD
• 63 of workforce works outside the City of Casey
  LGA
• Local internal retention
• Casey 37
• Geelong 80
• Cardinia 35

20,000 Live and work in Casey
53,000 Live in Casey and work outside Casey LGA
13,000 Live outside Casey and work inside Casey
LGA
11
Economic Development Framework

• Comprehensive review of the Councils 2006
  Economic Development Strategy
• Core Strategy
• Tourism Strategy
• Lifestyle Prospectus
• Annual Profile
• Investor Brochure
• 5 year review

12
EDS Consultation

• Workshop with businesses and other organisations
• On line survey of 4000 businesses in Casey
• One 2 One interviews
• Focus groups
• Internal review
• Peer Review

13
Key Themes

• Transport and Infrastructure
• Governance and Planning
• Skills and Education
• Cultural and community
• Land availability and cost
• Sustainability
• Soft Infrastructure

14
Analysis

• Assessment of data from workshop
• Analyse results of on line survey
• Peer review
• Check on data input
• Cross check sources
• Test analysis

15
EDS Time Line

• Draft core strategy to be reported to Council in
  September
• Further consultation on draft
• Changes and report to Council for final adoption
  by end of the year
• Prepare report on Lifestyle document
• Council to adopt Lifestyle by the end of the year
• Commence work on Tourism Strategy

16
Questions

• David Wilkinson
• Team Leader
• Economic Development Unit