Project objective

An Economic Development, Tourism and Placemaking 2024 – 29 Strategy (EDTPS) for Bayside will support, improve, and grow the local economy over the next five years.

The purpose of the strategy is to:

• inform initiatives, decisions and deliverables for local businesses and the community, and foster partnerships with service groups
• provide support for events, and manage initiatives to attract visitors
• maintain and enhance the liveability and beautification of the local area, and create a roadmap for precinct development
• imbed the Bayside 2050 Community Vision’s aspirational view of “a desired future, setting out key priorities, aspirations and values to meet the community’s diverse and changing needs”.

The community engagement program seeks to build understanding about which existing business, tourism, and placemaking initiatives, programs, services, and assets are valued by our community. The engagement program also seeks to help identify gaps in program and service offerings. Community and stakeholder feedback will inform the strategy by identifying opportunities and ideas, and target areas for support, improvement, and growth.

The EDTPS will be developed through analysis of community and stakeholder feedback, review of existing related strategies including the 2014-19 Economic Strategy, and Bayside Tourism Strategy. The EDTPS will also incorporate local and national economic data and trends, and align with the Bayside 2050 Community Vision, the Innovate Reconciliation Action Plan 2022-24, the Bayside City Council Plan 2021 - 25, and other related Council plans and strategies.

Project impacts

Supporting a healthy, successful local economy, a thriving and connected community, and attracting visitors to the local area are important, integrated elements of the EDTPS.

Globally, life has altered after the onset of the 2020 pandemic. The way (and location) in which we work, community interactions and experiences; and travel priorities have evolved. Accordingly, Bayside is delivering an overarching Economic Development, Tourism and Placemaking strategy to foster the interconnectedness of these work-functions and what they deliver to and provide for the community.

The EDTPS scope is wide, and elements of the strategy will impact all Bayside residents, business owners, employees, and visitors. We want to retain and support existing businesses; attract and encourage new businesses; and foster increased employment opportunities, especially for residents.

A multitude of influences will shape the five-year strategic direction, some of which include:

• Environmental impacts of increased intra and international visitation
• Consideration for sustainability, waste management and the 2050 Vision
• Hybrid working and locals-staying-local more often
• Economic uncertainty (rising interest rates, inflation, increased cost of living)
• State and Federal Government policies in relation to promoting local economic growth
• An aging population and resultant trends for their income generation.
• A unique “Bayside-brand”
• Transport
• Accessibility and cultural diversity
• Training and employment

What information do we need from the community?

The initial four-week community engagement period (Phase 1) will gather ideas and feedback through an online survey and comments board, as well as face to face engagement sessions and meetings with stakeholder groups.

Community engagement will seek to understand:

• The level of support for, and use of, existing services provided to local businesses and activity centres, as well as identifying gaps and areas for improvement
• The events, programs, activities, and seasonal installations the community value and participate in, as well as what the community would like to see more or less of
• What (and where) the community identifies as tourist drawcards and assets
• How the community feels about Bayside’s streetscapes and village-life

Once drafted, the EDTPS will be published for a second two-week phase of community engagement. The community will have the opportunity to provide feedback on the draft and if it captures community sentiment from the Phase 1 engagement program.

What can the community influence?

• Identification of priorities, concerns, and objectives to influence the direction of the strategy
• Council support of communication tools for major local shopping areas
• Opportunity for business networking and provision of business services
• Generating ideas for destination marketing initiatives for local attractions and assets
• Support and opportunities for enhancing urban design and local placemaking
• Local economy stimulus and participation in shop-local initiatives

What can’t the community influence?

• The development of the Economic Development, Tourism & Placemaking strategy
• The five-year term of relevancy attributed to the strategy
• The dates, timelines and milestones involved in the development, service delivery and implementation of the strategy
• The amalgamation of the three functions: Economic Development, Tourism and Placemaking into one strategy
• Council’s budgetary process and strategy financial allocations. This is subject to separate community engagement on the annual budget.
• Alignment to any legislative, anti-discriminatory, ethical, and culturally sensitive requirements/guidelines

Stakeholders and community

This stakeholder assessment is a generalised understanding of sections of the community that have a connection to the project or matter. This information is used to understand the types of tools and techniques that will achieve the strongest and most effective outcomes for engagement and communication.

Impact: What level of change the stakeholder / community segment may experience as a result of the project / matter

Interest: What level of interest has been expressed or is anticipated

Influence: Reference to the IAP2 Spectrum

Selected tools and techniques

The tools and techniques selected for this project are informed by the project content, stakeholders and type of feedback sought.

Key tools for communicating the project - Phase 1

• Project page on Have Your Say engagement platform
• Direct email to relevant Have Your Say members
• Signage at activity centres
• Direct e-mail to community members/groups that have an interest in economic development, tourism and placemaking, as well as council strategy development
• This Week in Bayside (Council e-newsletter)
• Council website (news story)
• Social media

Key methods for gathering feedback - Phase 1

• Online survey hosted on Have Your Say project page
• Online ideas board on Have Your Say project page
• Pop up engagement sessions at existing events and activity centres:
  • Live & Local, Balcombe Park, Beaumaris, 16 April
  • Homegrown @ Bayside, Royal Ave Reserve, 23 April
  • Traders’ Association special meeting
  • Youth Ambassador committee meeting
• Email, post, or phone submissions
• Opportunity for key stakeholders to book a meeting with Project Manager to discuss the project
• Printed survey, as required.

Project timelines

Decision-making process

We will engage the community in a two-phase consultation campaign. Phase 1 to generate ideas, and Phase 2 to present the draft. Council will consider the draft EDTPS for adoption in June 2024.

The agenda for Council meetings will be published a week before the meeting date. Interested community members can make a submission or request to speak in relation to this project at the meeting.

Please select the +Subscribe button at the top of the page to receive updates about this project, including when it will be considered by Council and any further opportunities to participate in this project.

More information

Ryan Cooray

Senior Economic Development Officer

rcooray@bayside.vic.gov.au
03 9599 4497