Horsham Rural City Council Meeting Agenda

AGENDA
ORDINARY MEETING OF THE
HORSHAM RURAL CITY COUNCIL
on
19 February 2018
5.30pm
at
Civic Centre
HORSHAM
Meeting Date: 19 February 2018 Page 1

Horsham Rural City Council Council Meeting
Order of Business
COUNCILLORS are respectfully requested to attend the Ordinary Meeting of the

Horsham Rural City Council to be held in the Municipal Chambers, Civic Centre,
Horsham at 5.30pm on 19 February 2018.
Order of Business
1. READING OF PRAYER AND THE ACKNOWLEDGEMENT OF COUNTRY STATEMENT ......... 4

2. WELCOME TO DISTINGUISHED GUESTS OR PERSONS IN THE PUBLIC GALLERY .............. 4
3. APOLOGIES AND REQUEST FOR LEAVE OF ABSENCE ........................................................ 4
4. CONFIRMATION OF MINUTES AND SIGNING THEREOF.................................................... 4
5. DISCLOSURE OF INTEREST AND DECLARATIONS OF CONFLICT OF INTEREST................... 4
6. PUBLIC QUESTION TIME ................................................................................................... 6
7. OTHER BUSINESS .............................................................................................................. 7
7.1 RESUMPTION OF DEBATE ON THE MOTIONS FROM PREVIOUS MEETING ................................................... 7
7.2 RECEPTION AND READING OF PETITIONS, MEMORIALS, JOINT LETTERS AND DEPUTATIONS ............................ 7
7.2.1 PETITION RECEIVED FROM MRS DIANE COOK ON BEHALF OF 41 PEOPLE REQUESTING
THE HORSHAM AQUATIC CENTRE OUTDOOR POOL OPEN ALL DAY DURING SUMMER. . 7
7.3 MOTIONS OF WHICH PREVIOUS NOTICE HAS BEEN GIVEN ..................................................................... 7
7.4 COUNCILLORS QUESTIONS WITH NOTICE ............................................................................................. 7
7.5 ORDERS OF THE DAY ....................................................................................................................... 7
8. OTHER REPORTS ............................................................................................................... 8

8.1 ASSEMBLY OF COUNCILLORS – RECORD OF MEETINGS ............................................................................ 8
8.2 SEALING OF DOCUMENTS.................................................................................................................. 8
8.3 INWARD CORRESPONDENCE .............................................................................................................. 8
8.4 COUNCIL COMMITTEE MINUTES......................................................................................................... 9
8.4.1 Sunnyside Park Advisory Committee meeting held on Wednesday, 11 October, 2017 at
7.30pm at the Sunnyside Bowling Clubrooms................................................................... 9
8.4.2 Dudley Cornell Advisory Committee meeting held on Thursday, 26 October, 2017 at
7.30pm at the Dudley Cornell Precinct ............................................................................. 9
8.4.3 Horsham Sports and Recreation Advisory Committee meeting held on Thursday 9
November, 2017 at 4.30pm in the Committee Room. ...................................................... 9
8.4.4 Horsham Racecourse Reserve Advisory Committee meeting held on Tuesday, 14
November, 2017 at 7.30pm at the Central Park Tennis Club Pavilion .............................. 9
9. COUNCILLORS’ REPORTS................................................................................................. 10
10. OFFICERS REPORTS ......................................................................................................... 11
10.1 ACTING CHIEF EXECUTIVE........................................................................................................... 11
10.1.1 MELBOURNE CUP ALTERNATIVE PUBLIC HOLIDAY .................................................... 11
10.2 ACTING DIRECTOR OF CORPORATE SERVICES.................................................................................. 15
10.2.1 COUNCIL PLAN – HALF YEARLY REPORT ..................................................................... 15
10.2.2 QUARTERLY FINANCIAL REPORT (OCTOBER - DECEMBER 2017) ............................... 18
10.2.3 APPOINTMENT OF NEW CHIEF EXECUTIVE OFFICER .................................................. 19

Order of Business
10.3 DIRECTOR OF PLANNING AND ECONOMIC ...................................................................................... 20

10.3.1 REVIEW OF COUNCIL POLICIES ................................................................................... 20
10.3.2 ECONOMIC DEVELOPMENT STRATEGY 2017-2021 .................................................... 24
10.3.3 APPLICATION TO INCREASE ELECTRONIC GAMING MACHINES – HORSHAM SPORTS
AND COMMUNITY CLUB ............................................................................................ 26
10.4 DIRECTOR OF COMMUNITY SERVICES ........................................................................................... 34
10.4.1 COMMONWEALTH GOVERNMENT CONTRIBUTION TO 15 HOURS OF KINDERGARTEN
................................................................................................................................... 34
10.4.2 DEAF ACCESS PROGRAM ............................................................................................ 36
10.5 DIRECTOR OF TECHNICAL SERVICES .............................................................................................. 39
10.5.1 RECYCLING ISSUES...................................................................................................... 39
11. URGENT BUSINESS .......................................................................................................... 42
CLOSE
GRAEME HARRISON
Acting Chief Executive

Order of Business
1. READING OF PRAYER AND THE ACKNOWLEDGEMENT OF

COUNTRY STATEMENT
2. WELCOME TO DISTINGUISHED GUESTS OR PERSONS IN THE

PUBLIC GALLERY
The public are advised that the Council meeting will be recorded to maintain
an audio archive.
3. APOLOGIES AND REQUEST FOR LEAVE OF ABSENCE
4. CONFIRMATION OF MINUTES AND SIGNING THEREOF

MINUTES OF AN ORDINARY MEETING OF THE HORSHAM RURAL CITY COUNCIL HELD IN THE
MUNICIPAL CHAMBERS, CIVIC CENTRE, HORSHAM AT 5.30PM ON 5 February 2018
5. DISCLOSURE OF INTEREST AND DECLARATIONS OF CONFLICT

OF INTEREST
A Councillor who has a conflict of interest and is attending the Council meeting must
make a full disclosure of that interest.
(a) by either –
(i) advising the Council at the meeting of the details required under
paragraphs (b) and (c) immediately before the matter is considered at
the meeting; or
(ii) advising the Chief Executive Officer in writing of the details required
under paragraphs (b) and (c) before the meeting; and
(b) classifying the type of interest that has given rise to the conflict as either –
(i) a direct interest under 77B; or

(ii) an indirect interest and specifying the particular kind of indirect
interest under:
Section 78 – close association

Section 78A – financial interest
Section 78B – conflicting duties
Section 78C – receipt of an applicable gift
Section 78D – consequence of becoming an interested party
Section 78E – impact on residential amenity; and
(c) describing the nature of the interest; and

Order of Business
(d) if the Councillor advised the Chief Executive Officer of the details under
paragraph (a)(ii), the Councillor must make a disclosure of the class of
interest only to the meeting immediately before the matter is considered at
the meeting.
Members of Staff
Under Section 80C of the Local Government Act 1989, officers or people engaged
under contract to the Council providing a report or advice to Council must disclose
any conflicts of interests in the matter, including the type of interest.

Public Question Time
6. PUBLIC QUESTION TIME

Other Business
7. OTHER BUSINESS
7.1 RESUMPTION OF DEBATE ON THE MOTIONS FROM PREVIOUS MEETING

NIL
7.2 RECEPTION AND READING OF PETITIONS, MEMORIALS, JOINT LETTERS AND

DEPUTATIONS
7.2.1 PETITION RECEIVED FROM MRS DIANE COOK ON BEHALF OF 41 PEOPLE
REQUESTING THE HORSHAM AQUATIC CENTRE OUTDOOR POOL OPEN ALL
DAY DURING SUMMER.
File Ref: F04/A01/000001
A petition has been received from Mrs Diane Cook on behalf of 41 patrons of the
Horsham Aquatic Centre requesting the outdoor pool open all day during summer.
Refer to Appendix “7.2A” for copy of petition.
Acting Chief Executive Officer’s Comments
Clause F.2.1 of the Horsham Rural City Council’s Local Law No.1 on Meeting
Procedures reads:
A petition or joint letter presented to the Council will be tabled without

discussion and received at the next appropriate Ordinary Council Meeting,
unless the Council agrees by resolution to deal with it earlier.
Recommendation
That in accordance with Clause L8.55 of the Horsham Rural City Council’s Local Law
No 1 on Meeting procedures, that the petition from Mrs Diane Cook “lay on the
table” and be considered as an “Order of the Day” at the next Ordinary Meeting of
the Council on Monday 5 March, 2018.
7.3 MOTIONS OF WHICH PREVIOUS NOTICE HAS BEEN GIVEN

NIL
7.4 COUNCILLORS QUESTIONS WITH NOTICE

NIL
7.5 ORDERS OF THE DAY

NIL

Other Reports
8. OTHER REPORTS
8.1 ASSEMBLY OF COUNCILLORS – RECORD OF MEETINGS

Council Briefing Meeting held on Monday 12 February, 2018 at 5.00pm in the
Reception Room.
Refer to Appendix “8.1A”.
Recommendation
That Council note the Assembly of Councillors’ – Record of Meetings.
8.2 SEALING OF DOCUMENTS

NIL
8.3 INWARD CORRESPONDENCE

NIL

Other Reports
8.4 COUNCIL COMMITTEE MINUTES
8.4.1 Sunnyside Park Advisory Committee meeting held on Wednesday, 11

October, 2017 at 7.30pm at the Sunnyside Bowling Clubrooms
8.4.2 Dudley Cornell Advisory Committee meeting held on Thursday, 26 October,

2017 at 7.30pm at the Dudley Cornell Precinct
8.4.3 Horsham Sports and Recreation Advisory Committee meeting held on

Thursday 9 November, 2017 at 4.30pm in the Committee Room.
8.4.4 Horsham Racecourse Reserve Advisory Committee meeting held on

Tuesday, 14 November, 2017 at 7.30pm at the Central Park Tennis Club
Pavilion
Refer to Appendix “8.4A” for copy of minutes.

Councillors’ Reports
9. COUNCILLORS’ REPORTS

Presentation of Reports
Officers Reports Chief Executive
10. OFFICERS REPORTS
10.1 ACTING CHIEF EXECUTIVE

10.1.1 MELBOURNE CUP ALTERNATIVE PUBLIC HOLIDAY
G Harrison File Ref:
Purpose
To summarise discussions that have taken place with Business Horsham and
Wimmera Racing concerning the public holiday in lieu of Melbourne Cup Day holiday
for 2018.
Background
In 2011 the Public Holidays Act 1993 was amended to restore a regional Council’s
ability to make alternative local public holiday arrangements in lieu of Melbourne
Cup Day. As a result Council is now able to nominate a full day public holiday or two
half-day public holidays in order to observe one or more local agricultural and
pastoral shows or regional race days. These local arrangements may be for the whole
or part of the Council area. The request for a substitute holiday date must be
received by the Minister at least 90 days prior to the Melbourne Cup.
In early 2017 Council received a request from the Horsham and District Racing Club
for an alternative holiday to be considered for the Horsham Cup. In April 2017 after
consideration of a range of information including reasonable public engagement,
Council resolved to grant a public holiday for the Horsham Cup for a three year
period from 2017 to 2019 with a review after the second year in order to determine
how the holiday had helped contribute to the success of the Cup day races.
Other regional cities of Bendigo, Geelong, Warrnambool and Wodonga currently

substitute Melbourne Cup holiday for their local cup race days which all occur during
the week. Ballarat substitutes their local show date.
Council was mindful that the first year of the change may not bring the immediate
benefits to the event and that a number of years would be necessary to determine if
the day was to be successful.
Issues
In 2017, Council ran a tourism campaign for the period called Destination Horsham
that attempted to establish a comprehensive approach to the whole of the extended
weekend by attracting people initially to the races and then to other events that
were taking place over the weekend.

In 2017 along with the races on the Friday there was a Horsham Rockers dance
event, Nati Fringe Festival, Farm to Fork Market, Horsham Arts Council Musical
“Rent” and Pop Up Restaurant in the Cattle Shed. The collaborative approach by
event organisers to link and package a number of events for the weekend was
positive, however, although Council provided a significant amount of information,
press releases, public notices and coverage in the local papers there was confusion in
the community principally because there was not a consistent approach in observing
the day as a holiday within the business and education communities.
BUSINESS HORSHAM:
On 11 December 2017 Business Horsham provided a briefing to Council seeking a
reversal of the decision to grant a public holiday to the Horsham Cup race day. In
that briefing, Business Horsham outlined the consequences that the race day had for
Horsham businesses.
The issues highlighted were:
• Confusion for customers who were uncertain which businesses were or

weren’t opening their doors over the weekend
• High cost to business with the penalty rates
• Other connections for freight etc created chaos and was incredibly disruptive
for an extended period due to a large balance of the state taking Melbourne
Cup day as a holiday
• Medical, banking and other appointments disrupted
• Families disrupted as some schools were open
• Community members took the opportunity to take a 3-5 day long weekend
and left town so Horsham also missed out on that spending
• This additional Friday holiday consolidated an overall negative impact being
held so soon after the Grand Final Public Holiday.
• Horsham as a major service centre for the region
• Vast majority did not attend the Horsham Cup. Attendees could essentially
just take an annual leave day or similar without causing this massive
disruption
• Friday being the busiest trading day in business – does not make economic
sense when Horsham services an area of 51,000 people – if Horsham truly is
the ‘Hub or Heart’ of the Wimmera then it is paramount that it is OPEN for
business throughout the whole service area and beyond
• Confidence in HRCC declined
• Much of the feedback for trade on Melbourne Cup Day (Tuesday) indicated
that trade was extremely quiet which supports the trend that interruption to
business flow nationally and particularly on a state level occurs at this time
and adding an additional local public holiday just a few days prior hurts
business

Business Horsham concluded by saying they were advocating very strongly for
reverting the Public Holiday back to Melbourne Cup day in 2018 and going forward.
While they applauded Councils support of a local event over a non-local event this
particular choice, on a Friday, is not in the best interests of Horsham as a major
regional city.
Business Horsham also noted that two half day allocations would not be any less
confusing, and in fact may well be more confusing to the general public and cause
the same difficulties for business operations as a full day allocation.
HORSHAM AND DISTRICT RACING CLUB:

On 12 February 2018 the Horsham and District Racing Club also provided a briefing
to Council regarding the issues and challenges that they experienced in this first year
of the alternative public holiday for their event.
These issues were:
• there was a negative impact in 2017 as a result of the schools not aligning
with the public holiday and the challenges that presented for businesses who
had employees with school aged children
• the impact of some major businesses not observing the alternative day as a
public holiday
• the impact on local sponsorship for their event
• there was reduced take-up of corporate marquees by businesses
• since losing the weekend race day, it has been challenging running the event
on a week day
• only small increase in attendance numbers were experienced in 2017 and
expect this to rise in 2018
• providing the public holiday helps support a local event in the municipality
rather than another part of the state
• a successful race day provides local economic benefit
• without a public holiday the event could be lost to a bigger city
• a holiday on a Friday still allows people to take a long weekend
• the holiday provides an opportunity for a bigger regional event weekend
attracting visitors to the municipality
• the holiday makes for a stronger vibrant event
Consultation/Communication
Council has received advice from the Horsham College, (on behalf of the public
schools) that in 2018 they intend to align with the holiday decision that Council
makes. However, it should be noted that schools have already scheduled in the
Horsham Cup Holiday for 2018, and early advice of Council’s decision is sought if
there is to be a change to revert the public holiday to Melbourne Cup day.

Contact has been made with the GWMWater and the Hospital who have advised
they have not made a decision at this point in time. GWMWater stated that they
have many employees from outside of Horsham so they are likely to continue to take
the Melbourne Cup day as the holiday.
Financial
The direct costs to council are largely incurred within the tourism and promotions
budget and in staff input to the promotion of the Destination Horsham weekend.
Links To Council Plans, Strategies, Policies
Goal 1 – Community and Cultural Development

1.2 Develop a safe, active and healthy community, encouraging participation
1.3 Contribute to cultural activities that enhance our community
1.4 Develop the municipality as a desirable place to live, work and enjoy for
people of all ages and abilities
Provided for information of Council.
GRAEME HARRISON
Acting Chief Executive

Officers Reports Director of Corporate Services
10.2 ACTING DIRECTOR OF CORPORATE SERVICES

10.2.1 COUNCIL PLAN – HALF YEARLY REPORT
L Haigh File Ref: F19/A11/000001
Purpose
To provide a report on how Council has progressed against the Council Plan four-
year priorities and strategic indicators over the period 1 July – 31 December 2017.
Background
The 2017-2021 Council Plan was formally adopted on 19 June 2017 therefore as a
result, only two four-year priorities had been completed up to 30 June 2017.
• Goal 3, 3.2.03 Review and update Road Management Plan

• Goal 4, 4.4.09 Review need for more HR resources
Issues
1. Four-Year Priorities:
There are currently 119 four-year priorities listed in the Council Plan. Of these 119,
three further priorities have been completed since the last report.
• Goal 1, 1.2.03 Complete a detailed feasibility study for a multipurpose/indoor

sports and community facility
• Goal 2, 2.2.05 Review Municipal Parking strategy
• Goal 3, 3.1.01 Develop improved pedestrian access (bridges) across the
Wimmera River in Horsham, in partnership with land developers
There are currently 44 priorities that are 50% or greater complete, 60 that have
started but are under 50% complete and 29 with the status of not yet started.
2. Strategic Indicators:
The Council Plan defines a number of strategic indicators for each goal. These are
listed in the plan as items under the heading “We’ll track progress in terms of”. Some
of these indicators provide a yearly measure of our performance whilst others align
to the completion of specific tasks.
There are 19 indicators in total and the following table summarises our
achievements by goal:

Strategic Indicator Status Comments
Goal 1 – Community & Cultural Development
100% completion of construction Started 95% construction completed at 31
of the Kalkee Road Children's and 90% December 2017. Council services to
Community Hub and move in February 2018 subject to
commencement of operations by issuing Certificate of Occupancy
April 2018
Completion of a detailed Achieved To be considered by Council in
feasibility study for a March 2018
multipurpose/indoor sports and
community facility by December
2017
Work with the Horsham Not
Historical Society to plan for and Started
scope a new Heritage Centre by
December 2017
Securing funding for CBD Started Application lodged with the Dept. of
Revitalisation Project Stage 1 - 20% Infrastructure 15/12/17 for the
improved urban design by 31 Building Better Regions Fund Round
December 2017 2 for $1.685m grant
Develop plans for a Town Square Started Preliminary engagement process
by 31 December 2017 50% undertaken
Goal 2 – Sustaining the Economy
Complete Stage 1 infrastructure Started Engaged consultants to prepare
development at the Wimmera 10% development plan for infrastructure,
Intermodal Freight Terminal integrated water management and
Precinct by December 2018 roads, following gazettal of the
Planning Scheme Amendment. Still
negotiating with owner on S173
agreement
Implement the outcomes from Started Established working group to review
the Visitor Information Centre 5% needs of visitors, level of service,
review by 30 June 19 hours of operation and location
Goal 3 – Asset Management
Develop a consultative process Not
for community input into road Started
construction and maintenance
priorities for input to the 2018-19
budget, by December 2017
Finalise preparation of asset Started Buildings assets current main focus
management plans for all main 10%
asset groups by June 2018
Implement improved asset Started Maintenance management system
management and maintenance 25% in place. Decision pending on asset
management systems by management system
December 2017

Complete, or commit via Started Works underway for the year
contracts, 90% of infrastructure 40%
works (by value) within the
planned financial year
Goal 4 – Governance & Business Excellence
Complete an engagement Started Service Overview document
process by 30 Jun 18, with 10% completed for internal use and for
community, for the 2018/19 Councillors. Work has commenced
Council Plan and Budget cycle on a web-based document to
that is more deliberative and explain the "why" of all of Council's
explains the “why” of council services and this will be launched as
services a component of the 2018-19 Budget
and Council Plan engagement plan
with the community
Maintain staff turnover rates at Started Staff turnover figures for 6 months
under 10% 25% to 31 Dec 2017 were 7.47%
Increase overall score in the Data not Survey is a yearly occurrence -

Community Satisfaction Survey available results available in April/May 2018
Implement a new HRCC External Started Website project has been delayed
website 80% through departure of Media &
Comms person who was leading the
project. Project is back on track with
an enthusiastic project team.
Content and images are being
finalised and testing of web page
functionality is in the final stages.
Aiming for a "go-live" date of March
2018
Goal 5 – Natural and Built
Environments
Update and promote our Not
Sustainability Strategy by June Started
2018
Install solar panels on at least Achieved Solar panels have been installed on
two Council buildings by June the Council Civic Centre building
2018 and the newly constructed
Children’s Hub
90% of planning permits issued Not yet Achieved 81% for first 6 months of
within the 60 day statutory Achieved 2017/18 year (compared with
period regional cities 69% and rural
Councils 71%)
Complete at least one major Achieved WIFT Planning Scheme Amendment
strategic planning review prior gazetted in December 2017
to 30 Jun 18

Issues
A full and comprehensive report on all Council Plan 4 Year Priorities and Strategic
Indicators is attached in Appendix “10.2A”.
Council Plan.
10.2.2 QUARTERLY FINANCIAL REPORT (OCTOBER - DECEMBER 2017)

K Bell / H Proctor File Ref: F18/A10/000001
Purpose
To provide Council with the quarterly financial report for the quarter ended 31
December 2017.
Background
Under Section 138 (1) of the Local Government Act 1989, a quarterly financial
statement is to be provided to open Council comparing actual to budget for revenue
and expenditure.
Issues
The attached report has been prepared to provide Council with an overview of
finances year-to-date and comparisons to budget.
This report has been developed to provide a simple easy to read snapshot of how
Council is performing against budget. Appendix “10.2B”.
This report together with more extensive analysis and detail is provided to Council
each month as part of the Finance and Performance Committee agenda and to the
Audit Committee on a quarterly basis.
Financial
Staff time to compile and prepare this report is included in the 2017-18 budget.

Goal 4 – Governance and Business excellence

Four Year priority - 4.4.5 Improve performance reporting and regular management
reporting across all areas of Council
10.2.3 APPOINTMENT OF NEW CHIEF EXECUTIVE OFFICER

Tony Schneider File Ref: F21/A17/000001
Recommendation
That Council refer this item to the confidential briefing part of the meeting to
consider the report from the Director Corporate Services in accordance with Section
89(2) (a) personnel matters of the Local Government Act, 1989.
KERRIE BELL
Acting Director Corporate Services

Officers Reports Director of Planning and Economic
10.3 DIRECTOR OF PLANNING AND ECONOMIC

10.3.1 REVIEW OF COUNCIL POLICIES
N Carey File Ref: F04/A04/000001
Purpose
To update Council on the policy review work undertaken on the Central Activity
District (CAD) Car Parking Policy for shop/food and drink premises/office and Liquor
Licence Applications Policy and to propose the revocation of both of these policies
following this review.
Background
Following a major review of Council policies undertaken in the two years prior to
2016, a report was presented to Council on the 18 April 2016 recommending the
revocation of a number of policies which were no longer considered relevant.
This report seeks to provide a more detailed rationale as to why the CAD car parking
policy for shop/food and drink premises/office should be revoked along with findings
of a review of the Liquor Licence Applications Policy.
A copy of the policies is attached as Appendix “10.3A”.
Issues
CAD car parking policy for shop/food and drink premises/office
The purpose of introducing this policy in 2012 was to give guidance for applications
seeking to reduce car parking requirements of the Horsham Planning Scheme. At the
time the policy was introduced the Horsham Planning Scheme required 8 car parking
spaces per 100 square metres of leasable floor area. The policy allows for a reduction
to 3 car parking spaces per 100 square metres of leasable floor area.
Planning Scheme Amendment VC90, gazetted in June 2012, introduced the Parking
Overlay and changes to the car parking requirement for specific land uses. These
changes significantly reduced car parking requirements for shop/food and drink
premises to 4 car parking spaces per 100 square metres of leasable floor area. The
current car parking requirement as specified in the Horsham Planning Scheme are
therefore now similar to those rates outlined in the CAD car parking policy for
shop/food and drink premises/office.

It is important to note that the policy states that it does not exempt the requirement
for a planning permit to reduce car parking. It is also important to note that as the
policy sits outside of the Horsham Planning Scheme it has limited statutory weight.
This is specifically noted in the policy. To give effect to a Council planning policy it
needs to be incorporated in to the Horsham Planning Scheme through a Planning
Scheme Amendment. In addition to enabling planning policy to be given sufficient
weight in the decision making process, the Planning Scheme Amendment process
provides for engagement with stakeholders, public consultation and scrutiny by an
independent planning panel.
The policy also specifies the supporting information required to justify a reduction in
car parking. Irrespective of the supporting information to be provided by the policy,
the Horsham Planning Scheme requires a Car Parking Demand Assessment to be
undertaken for any application seeking to reduce car parking. The matters to be
considered in the assessment are outlined in Clause 52.06-7 and in broad terms
reflect the requirements in the policy.
The Policy requires cash payment in lieu when car parking cannot be supplied at the
required rate. The validity of requiring a cash payment by a planning condition is
questionable given that section 62 of the Planning and Environment Act 1987 (the
Act) specifies the circumstances when a financial contribution can be required by a
planning condition. Section 62 (5) of the Act states:
(5) In deciding to grant a permit, the responsible authority may—
(a) include a condition required to implement an approved development

contributions plan (within the meaning of Part 3B) or an approved
infrastructure contributions plan (within the meaning of Part 3AB); or
(b) include a condition requiring specified works, services or facilities to

be provided or paid for in accordance with an agreement under
section 173; or
(c) include a condition that specified works, services or facilities that the
responsible authority considers necessary to be provided on or to the
land or other land as a result of the grant of the permit be—
(i) provided by the applicant; or

(ii) paid for wholly by the applicant; or
(iii) provided or paid for partly by the applicant where the
remaining cost is to be met by any Minister, public authority or
municipal council providing the works, services or facilities.

This needs to be read in conjunction with sec 62 (6) which states:
(6) The responsible authority must not include in a permit a condition requiring a
person to pay an amount for or provide works, services or facilities except—
(a) in accordance with subsection (5), section46N or 46GG; or
(b) a condition that a planning scheme requires to be included as

referred to in subsection(1)(a); or
(c) a condition that a determining referral authority requires to be

included as referred to in subsection(1)(a).
In summary the Act states that a financial contribution can only be required by a
condition on a planning permit if it is to implement an approved development
contributions plan, is in accordance with an agreement under section 173 of the Act
or is required by the planning scheme (e.g. a schedule to the Parking Overlay).
It should also be noted that the Municipal Parking Strategy adopted by Council in
December 2017 recommends that Council consider implementation of the Parking
Overlay as part of the next review of the CAD Strategy as the means to facilitates
cash in lieu payments.
Clause 52.06-7 allows for an application to be made to allow for some or all of the
car parking spaces to be provided on another site. Before granting a permit the
responsible authority must consider the following as appropriate;
• The proximity of the car parking on the alternate site to the subject site.
• The likelihood of the long term provision and availability of the car parking
spaces.
• Whether the location of the car parking spaces is consistent with any relevant
local policy or incorporated plan.
• Any other matter specified in a schedule to the Parking Overlay.
As with any application for a planning permit, should the responsible authority not
be satisfied that a proposal meets those matters it is required to consider under the
Planning and Environment Act 1987, including the decision guidelines, then it must
refuse the application for a planning permit. This would include an application to
reduce the number of car parking spaces required under Clause 52.06-5 (Table 1 –
Car parking requirements).

Should an applicant choose to provide more than the required number of car parking
spaces nothing in the Horsham Planning Scheme prevents this however, the
responsible authority cannot require a greater number of car parking spaces than
required under Clause 52.06-5.
Liquor Licence Applications

This policy relates to notifications received from the Victorian Commission for
Gambling and Liquor Regulation (VCGLR) for applications to the VCGLR for liquor
licences. These may include limited licences for which no planning permit is required
or for licences such as an on premises licence for which a planning permit is
required. As these notifications are made under the Liquor Control Reform Act any
comments that Council may make are limited to amenity impacts.
This policy was adopted in September 1999 and it is unknown whether it has been
reviewed since. Notwithstanding that a review may or may not have occurred,
Council’s current delegations in effect, allow for Council’s delegated officers to
comment on any notification received. The current delegations are:
s.40(1) power to advise Council has no objection to the grant of a temporary licence
or variation or relocation of a licence, if it is reasonably assumed that it will not affect
the amenity of an area.
• DPE - Director Planning & Economic (Murphy, Angela) CEO to Staff

• MRS - Regulatory Services Manager (Coman, Lauren) CEO to Staff
s.40(1A) power to object to grant variation or relocation of packaged liquor licence or

late night (packaged liquor) licence
• DPE - Director Planning & Economic (Murphy, Angela) CEO to Staff

• MRS - Regulatory Services Manager (Coman, Lauren) CEO to Staff
It should also be noted that the manner in which notifications from the VCGLR were
previously processed was they were viewed as if they were an application to Council.
This is reflected in the language used in the policy such as: “refuse” and “approve”.
It is also understood that previous practices of Council were to notify such

notifications as would occur for a planning permit application notwithstanding that
Council had no statutory requirement to do so.
As Council’s delegated officers have delegation to make decisions on notifications

received from the VCGLR it is considered the policy is no longer relevant.

Financial
Since the Planning Scheme Amendment in 2012 which reduced the requirement to
provide onsite car parking for retail premises and offices there have been no
financial impacts for applicants or Council.
Links to Council Plan
2.1 Cultivate opportunities for the municipality to prosper and pursue possibilities
for new development
Consultation
Internal advice has been sought from Officers responsible for the policies.
Recommendation
That Council revokes the following policies:
1. Central Activity District Car Parking Policy for shop/food and drink p
remises/office.
2. Liquor Licence Applications.
10.3.2 ECONOMIC DEVELOPMENT STRATEGY 2017-2021

A Murphy File Ref: F15/A10/000001
Purpose
To endorse Horsham Rural City Council’s Economic Development Strategy (EDS) 2017
to 2021.
Background
Horsham Rural City Council has had an economic development function for some
years but it has previously sat within key senior roles that have had broader multi
functions across Council.
From 2012, Council engaged a Business and Economic Development Manager to

work closely with and address any gaps on service delivery to the business
community. Developing an EDS was seen as an important process to align the future
directions of broader Horsham Rural City Council planning with the Planning and
Economic Department staffing and resources. Urban Enterprise were engaged to
develop the Strategy.

Issues
A work plan was developed with Urban Enterprise and the EDS Working Group which
included consultation across the community, business, government and industry.
The final draft of the EDS has focused on six key action areas to deliver on outcomes
over the four years. They are: Best Practice In Economic Development; Primary
Industries; A Vibrant Central Activity District; Public Sector Industry; Destination
Horsham and Economic Infrastructure.
Attached as Appendix “10.3B” is the Final Horsham EDS and Background Discussion
Paper.
Consultation
The stakeholders that contributed to the consultation process were:
• Online Surveys: Community Survey (320 Responses)

Business Survey (81 responses)
• Tourism Advisory Committee Workshop
• HRCC Executive Management Group, Department Managers and Councillors
Workshops
• Wimmera Development Association Workshop
• One on One meetings with 16 business and industry stakeholders
The consultation process following Council adopting the draft plan for consultation
included issuing a media release, notification via social media and website, meeting
with Business Horsham and having the plan available at the listening post held on 29
October 2017.
The plan was circulated to Business Horsham as a key stakeholder.
Ten submissions were received in response to the draft Strategy, with submitters
being:
• Wimmera Business Centre

• Parks Victoria
• Business Horsham
• Robin Barber
• DELWP
• Kevin Dellar
• Mark Radford
• Anne Donovan(Community Development Manager)
• Susan Surridge(Grants Officer)
• Chris McClure(Tourism and Events Co-ordinator)
The “tracked changes” document is attached together with the submission summary
and submissions as Appendix “10.3C” and indicates the changes incorporated in the
final document following the submission process.

Of particular note is the inclusion of a monitoring and review process to review the
Economic Development Strategy. Following adoption of the Strategy, an action plan
will be developed, and then reviewed annually in conjunction with business
sentiment, stakeholder and visitor surveys. This process will assist in informing the
next annual action plan in consultation with key stakeholders.
Financial
The Economic Development Strategy had a budget of $60,000 in the 2016-17 budget
and the final draft was completed using a combination of in house resources, a
working group and the external consultants to drive the consultation.
The HRCC Health and Well Being Plan 2017 – 2021 contains actions under
“Strengthening Education and Economic Development” including Action #31
“Implement HRCC Economic Development Strategy and ensure health and wellbeing
priorities are reflected”.
The HRCC Council Plan 2017 – 2021 under Goal #2 “Sustaining the Economy”
contains a series of actions tied to an Economic Development Strategy document,
including the specific Council 4 Year Priority 2.1.03 Develop an Economic
Development Strategy.
Recommendation
That Council endorse the final Draft of the Horsham Rural City Council’s Economic
Development Strategy 2017-2021.
10.3.3 APPLICATION TO INCREASE ELECTRONIC GAMING MACHINES – HORSHAM

SPORTS AND COMMUNITY CLUB
A Moar File Ref: 99/01/00338A
Purpose
To seek Council’s position on making a submission to the Victorian Commission of

Gaming and Liquor Regulation (the Commission) regarding an application received
from the Horsham Sports and Community Club to increase the number of electronic
gaming machines from 78 to 83.

Background
In 2012 Council adopted the “Horsham Rural City Council Policy on Electronic Gaming
Machines” (the policy). The policy acknowledges that Council does not issue licences
for Electronic Gaming Machines (EGM), as that is the responsibility of the
Commission, however will advocate for no further EGM licences to be made
available in the municipality, and encourage a reduction in the number of licences
being used if that opportunity arises. A copy of the policy is attached as Appendix
“10.3D”.
The maximum permissible number of gaming machine entitlements under which

gaming may be conducted for each municipal district in Victoria were gazetted in the
Special Government Gazette on 20 September 2017. This permissible number
increased the available entitlements in the Horsham Rural City Council municipality.
The maximum number of entitlements changed from 148 to 153.
At 30 June 2012 there were four venues in Horsham (the Horsham RSL, Horsham
Sports and Community Club, the Royal Hotel Horsham, West Side Horsham) with a
total of 147 EGMs. Currently there are 3 venues (the Horsham RSL, Horsham Sports
and Community Club, West Side Horsham) with a total of 148 EGMs.
Issues
The Horsham Sports and Community Club has applied to the Commission for an
increase in their gaming machine numbers by five, from 78 to 83 (the application). As
part of the application process Council has been provided with a copy of the
application and has the opportunity to make a submission to the Commission on the
proposal. A copy of the application can be found at:
https://www.vcgr.vic.gov.au/CA256F800017E8D4/VCGLR/775C37E1F7909A1DCA257
B320078027A?OpenDocument
Within 37 days (11 February 2018) of receiving the application Council has to notify
the Commission if it intends to make a submission. Council officers have notified the
Commission that a submission will be made by Council. This has been undertaken to
allow Council to consider the matter.
Any submission must be received by the Commission within 60 days of receiving the
application (6 March 2018). If Council chooses not to make a submission, Council
officers will notify the Commission.
The submission to the Commission on this application would need to be on

economic and social impact grounds. There is a template that is required to be
completed for a submission. A blank version of the template is provided as Appendix
“10.3E”. Council officers are currently in the process of completing the document.

The Policy data
As previously mentioned the policy was created in 2012, therefore the data is now
relatively old. Below is an update of current data relating to EGMs in Horsham. The
data has been collected from the Commission website on 23 January 2018.
Table 1 below outlines the expenditure in Horsham since 2010 – 2011 financial year,
as previously documented in the policy.
Expenditure
Venue 2010 - 2011 2011 - 2012 2012 - 2013 2013 - 2014 2014 - 2015 2015 - 2016 2016 - 2017
Horsham
RSL $2,048,985.89 $2,069,689.77 $2,216,298.58 $2,082,809.82 $1,940,975.23 $1,960,736.33 $1,972,730.41
Horsham
Sports and
Community
Club $4,266,190.08 $4,417,635.62 $5,175,060.50 $5,556,389.63 $5,730,912.22 $5,452,837.74 $5,453,372.24
Royal Hotel
(Horsham) $1,239,589.13 $1,047,252.27 $84,559.88 $0.00 $0.00 $0.00 $0.00
West Side
Tabaret $1,829,622.71 $1,761,287.04 $1,815,309.33 $1,858,845.88 $1,859,243.30 $1,856,345.79 $1,776,684.24
Total $9,384,387.81 $9,295,864.70 $9,291,228.29 $9,498,045.33 $9,531,130.75 $9,269,919.86 $9,202,786.89

Number of
EMGs 147 147 148 148 148 148 148
Table 2 below provides a comparison of expenditure per EGM.
Expenditure Data Comparison

2010 - 2011 2011 - 2012 2012 - 2013 2013 - 2014 2014 - 2015 2015 - 2016 2016 - 2017
Expenditure per machine in
HRCC $63,839.37 $63,237.17 $62,778.57 $64,175.98 $64,399.53 $62,634.59 $62,180.99
Average Country Expenditure
per machine * * * * $72,291.40 $74,113.41 $74,384.32
Average Victorian Expenditure
per machine $99,833.13 * * * $97,925.91 $99,381.07 $98,977.06
* = data has been omitted as figures were not easily obtained for calculation.
Table 3 compares the Horsham Rural City Council area with some of the
neighbouring Councils.
Max
Adult population EGMs EGMs Adult population EGMs Max EGMs
LGA 2012 2012 2012 2017 2017 2017
Horsham Rural City Council 15710 148 148 15399 148 153
Hindmarsh Shire 4755 0 48 4194 0 47
Yarriambiack Shire 5966 0 59 5252 0 53
West Wimmera Shire 3526 0 35 2978 0 31
Total 29957 148 290 27823 148 284
Table 4 below outlines a comparison of the population statistics for Horsham Rural
City Council area and Victoria as a whole.

Population Stats - Horsham Rural City Council
2012
Adult population 15,710 Adults per venue 3,927
EGMs Per 1000 Adults 9 EXP Per Adult 591.72
2017
Adult population 15,399 Adults per venue 5,133
Population Stats - Victoria

2012
Adult population 4,456,675 Adults per venue 8,860
2017
Adult population 4,815,889 Adults per venue 9,690
SEIFA index of Advantage

SEIFA index of Disadvantage
Disadvantage
2012 (Current)
Score 987 Score 970.8
Rank in Victoria (out of 79) 36 Rank in Victoria 35
Rank for Country LGAs out of
Rank for Country LGAs out of 48 32 48 28
Unemployment - Horsham Rural City Council

Workforce 2012 11,238 Unemployment Rate 2012 4.08%
Workforce 2017 10,313 Unemployment Rate 2017 3.85%
Unemployed 2012 458

Unemployed 2017 397
Comparisons
The City of Greater Dandenong compiles information regarding gambling and social
effects created annually. Provided below are some charts produced by City of
Greater Dandenong using the data provided by the Commission.
Chart 1 provides a comparison of the number of EGMs per 1000 adults in the
financial year 2016/2017. Horsham is ranked 7 on this chart.
Chart 2 provides a comparison of total losses through the use of EGMs in the
Chart 3 provides a comparison of losses per adult through the use of EGMs in the

Chart 4 provides a comparison of the percentage change in losses between the

2015/2016 financial year and 2016/2017 financial year. Horsham is ranked 57 on this
chart.
Attached as Appendix "10.3F” are Charts 1 to 4.
The change to the municipal limit
In the 20 September 2017 Government Gazette the municipal limits for EGMs was
changed. Table 3 above outlines how the municipal limits changed for Horsham,
Hindmarsh, Yarriambiack and West Wimmera Shires.
The changes occurred after a consultation paper was released by the Office of
Liquor, Gaming and Racing in December 2016 titled “Gaming Machine Harm
Minimisation Measures”. Submissions on this consultation paper closed on 16
January 2017. Three questions were posed in relation to regional caps and municipal
limits. These were:
1. Do you think regional caps and municipal limits should be maintained? Why?
2. Should regional caps be extended beyond the existing capped areas and if so,
why?
3. Are the current regional cap and municipal limit levels appropriate?
It is understood that the Horsham Rural City Council was not specifically notified of
the consultation paper, however peak bodies like the Municipal Association of
Victoria, the Victorian Local Governance Association, RSL Victoria, Clubs Australia
amongst others made a submission. A media release was also made.
The submissions on the consultation paper are available on the engage Victoria
website (https://engage.vic.gov.au/gaming-machine-harm-minimisation-measures).
The potential for further changes to the municipal limits is likely as they are reviewed
on a 5 yearly cycle, however can be reviewed earlier. In this case, Council, could if it
chooses, make a submission to the Minister for a reconsideration of the limits set for
the Horsham Rural City Council municipality. Any submission would need to be made
with suitable justification to support the review or a change.
The proposal
The proposal by the Horsham Sports and Community Club is to increase their EGMs
from 78 to 83. The application documentation outline the proposal in full in relation
to the justification the Commission requires for any application.
The supporting documentation identifies the following information:

• The additional 5 EGMs will generate minimal increase in gaming revenue for
the Club. It is anticipated by Mercury that there will be an annual increase in
net machine profit of $33,000.

• The annual tax saving for the Club from the additional 5 EGMs will be $90,649
for the 4.5 years to the expiry of the current gaming machine entitlements
(GMEs) or a total of $407922.64. After accounting for the cost of the
application, the new fit out and the costs of accommodating the 5 additional
EGMs, it is estimated that the Club will gain an extra $149484 over the term
of the EGM’s.
The proposal vs the policy
The proposal by the Horsham Sports and Community Club to increase their EGM, in
general is not consistent with the policy as the policy position states Horsham Rural
City Council will advocate for no further EGM licences to be made available in the
municipality.
The policy, while discouraging the increase of EGM licences, does identify Council’s
preference to have EGMs housed in community clubs, such as the Horsham Sports
and Community Club which can have a positive recreational, social and economic
impact on the community.
Options
Council will have three options available on responding to the application by the
Horsham Sports and Community Club.
Option 1 – Support the application.
In supporting the application it provides the Commission the advice the Council
supports the approval of the increase in EGMs at the venue. If supported it is highly
likely that the Commission will approve the Horsham Sports and Community Clubs
application.
Option 2 – Do nothing.
By not responding to the application the Council does not support nor does it
support the applicant. If Council does nothing, it is likely that the Commission will
approve the application.
Option 3 – Object to the application
If Council was to object to the application the Commission will list the matter for a
hearing to be held at by the Commission. Council can choose whether it attends the
hearing, otherwise the application could be considered on the papers. If
approved/refused by the Commission there is the ability to appeal to VCAT.

If should be noted that the application by the Horsham Sports and Community Club
and the issue of the increase in the municipal limits are two different issues and
must be considered separately. The application is considered by the Victorian
Commission for Gaming and Liquor Regulation, while the municipal limits are
considered and prepared by the Office for Racing, Liquor and Gaming at a higher
level.
Risks
If Council chooses to object to the granting of the application, the Commission

refuses the application, and the applicant seeks to appeal the Commission’s decision
from VCAT, Council should be aware that prospects of success are low.
A desktop review of previous VCAT decisions relating to challenges to the

Commission decisions has indicated that most of the applications reviewed had the
decision to allow the gaming licence be approved and the gaming licence extended
to include new machines.
In all of the cases both sides were represented by a mix of solicitors, and experts
such as economists, planners, gaming consultants, chartered accountants,
community researchers, architectural designers, heritage architects, social planners,
and forensic accountant. Even engaging any or some of these experts still will not
guarantee success. This desktop review was undertaken internally by Council
officers and external legal advice will be sought if required, in the next phase (post
submission process).
If the Horsham Sports and Community Club application is refused, then there is
potential that Council could receive an application from another existing venue or a
new site for the entitlements that exist. In this case, further approvals such as
planning permit, may be required.
This briefing report has been prepared following discussions with Councils Planning
staff and the Director Community Services and the Community Development
Manager.
The Horsham Sport and Community Club presented to Council at a briefing session
on 30 January 2018.
Financial
Funding may be required if the Horsham Rural City Council Policy on Electronic
Gaming Machines is to be reviewed and implemented into other Council documents.

Horsham Rural City Council Policy on Electronic Gaming Machines
Conclusion
The Horsham Rural City Council policy on electronic gaming machines clearly
identifies that Council does not support the increase of electronic gaming machines
within the municipality and would advocate for further reductions.
It is considered that the policy should be reviewed to incorporate the most recent
data that is available.
Recommendation
That Council:
1. Request a submission to be prepared, by Council officers under delegation, to

the Victorian Commission of Gaming and Liquor Regulation based on the
Policy Position set by the Horsham Rural City Council Policy on Electronic
Gaming Machines objecting to the application by the Horsham Sports and
Community Club to increase their electronic gaming machines from 78 to 83.
2. Review the Horsham Rural City Council policy on electronic gaming machines.
3. Actively engage with the Office of Liquor, Gaming and Racing either directly
or through the MAV and the VLGA to advocate for the reduction of electronic
gaming machines with the municipality.
ANGELA MURPHY
Director Planning and Economic

Officers Reports Director of Community Services
10.4 DIRECTOR OF COMMUNITY SERVICES

10.4.1 COMMONWEALTH GOVERNMENT CONTRIBUTION TO 15 HOURS OF
KINDERGARTEN
K O’Brien File Ref: F08/A04/000001
Purpose
To advise Council that funding of the 15 hour Kindergarten program by the

Commonwealth Government has been extended to the end of 2019, and the
Commonwealth’s commitment to pursue an enduring agreement.
Background
In November 2008 the Council of Australian Governments (COAG), as part of its early
childhood reforms, endorsed the national agenda of universal access to 15 hours of
kindergarten a week for four year-olds from 2013. Since July 2013, the vast majority
of Victorian preschoolers have had access to a 15 hour program. The Victorian
kindergarten participation rate for 2015 was 98.1 per cent, up 1.7 per cent from
2014. This represents more than 74,000 children reaping the lifelong benefits of a
quality early years education.
Under the National Partnership Agreement, the Commonwealth Government

provides about one-third of the funding for 15 hours of preschool and the Victorian
Government contributes two thirds. There have been four separate National
Partnership Agreements. In addition to the funding from the Commonwealth and
Victorian Governments, the community and local government provide a further 35
per cent through parent fees, fundraising and Council support to meet the
government shortfall.
Issues
The Commonwealth Government has announced an extension of funding under the

National Partnership for Universal Access to Early Childhood Education for Victorian
children to receive early childhood education through to 2019, with $440 million
nationally for 15 hours kindergarten each week for four-year olds.
Hon Simon Birmingham, Minister for Education and Training has for the first time
committed the Commonwealth to work with State Governments on an enduring
policy beyond 2019. Extension of Commonwealth funding to continue providing 15
hours of kindergarten for Victoria’s children was strongly supported in the ‘Lifting
our Game’ report released last week. Lifting Our Game is the final report of a
national education review on early childhood services – and backs continued
investment in the early years to ensure Australian children do better at school and
later in life. The report highlights that short-term funding arrangements – like the
funding for 15 kindergarten hours for Victorian children – are causing uncertainty
and hampering future planning.

Future work announced by the Minister includes improving the quality of data
collected and ensuring children, particularly vulnerable children, are enrolled and
attending the full 15 hours. This is what councils have been supporting for years
through kindergarten planning, facility provision and central enrolment.
The Municipal Association of Victoria (MAV) has acknowledged the considerable

contribution Victorian councils have made in their advocacy to the Commonwealth
since 2013 to achieve this Commonwealth commitment.
Without continued Commonwealth funding, families of 74,000 Victorian pre-

schoolers will face untenable fee increases of up to 100 per cent if they continue to
deliver a 15 hour Kindergarten program.
In 2017 Council advocated for continued funding from the Commonwealth

Government for 15 Hours of Kindergarten funding.
• Council wrote to Prime Minister, Hon Malcolm Turnbull, Minister for Education
and Training, Hon Simon Birmingham and Minister for Social Services Hon
Christian Porter in 2017.
• Attended a meeting with relevant Ministers and/or senior staff when Wimmera
councils take a deputation to Canberra in late March 2017.
• Met with local member Andrew Broad MP as part of the deputation to Canberra
in late March 2017
• Highlighted this issue through local media.
Financial
Beyond State and Federal funding, Victorian communities contribute 35 per cent of
the cost of pre-school through fees, fundraising and local government support,
including over $300 million of ratepayer funds invested by councils.
Council Plan
Advocacy: Improved education and health outcomes for our community

10.4.2 DEAF ACCESS PROGRAM

M Bridgewater File Ref: F10/A04/000006
Purpose
To provide Council information on the Deaf Access Program. A 12 month project that
has recently commenced.
Background
The Deaf Access Program is a 12 month project grant position funded through the
Department of Health and Human Services (DHHS).
The Wimmera was previously serviced by the City of Ballarat Deaf Access worker
who covered Central Highlands to Bordertown, Bacchus Marsh and Golden Plains.
Upon review, it was determined that one worker was unable to satisfactorily provide
services to such a large and diverse geographical area, and the project was split
between the two areas.
Horsham Rural City Council has entered into an agreement with the City of Ballarat
to deliver the program in the following five Local Government Areas:
• Horsham
• Northern Grampians to Stawell
• Yarriambiack
• Hindmarsh
• West Wimmera
The position is based at the Horsham Rural City Council Civic Centre and reports to
the Community Development Manager. A high level of outreach to the community
and partner Councils is expected to be undertaken.
Project Aims
The Deaf Access program is tasked with increasing the range of opportunities
available to those that are deaf or hard of hearing in our community to:
• enable participation in and benefit from the same community activities and
mainstream services as everyone else
• work to ensure that they are connected and have the information they need to
make decisions and choices
• enhance and build the skills so that they have the confidence and capacity to
participate and contribute to the community and to protect their own rights
• enable them to actively contribute to leading, shaping and influencing the
community

Community engagement and stakeholder management are critical to the success of

the Deaf Access project. Council is working with partner Councils and key
stakeholders to ensure that the principles of universal access are met, and that there
are meaningful opportunities for the hard of hearing and deaf communities to be
able to contribute to civic and community life.
Current Actions
• Letters of introduction of the project to partner councils

• Introductory meeting with partner councils
• Promote the project internally and externally – media release, social media,
project updates
• Collaborate with Rural Access Workers in the region
• Audit the five councils’ webpages, social marketing sites and contact details to
ensure they list the teletype (TTY) telephone contact details
• Continue to research the extent of the deaf and hard of hearing community
profile
• Complete the Hearing Loop installation at Horsham Town Hall and begin to
develop a marketing strategy to promote the accessibility of the venue and how
to use the technology
• Work with Council to review key buildings to audit hearing accessibility
Risk considerations
As the position is a grant funded time limited project, it is important to embed

systematic change quickly. This will position Council well to be able to meet the
requirements of community engagement foreshadowed in the revised Local
Government Act.
Links to Council Plans, Strategies, Policies
Deaf Access Project aligns with:
Council Plan:
• Goal 1: Contribute to building a vibrant, diverse and resilient community
Health and Wellbeing Plan

• Goal 3: Improving Mental health :Support and promote activities and event that
build community resilience and social network for all groups

Financial
Council has received $60,000 (ex GST) from the City of Ballarat for the project.
Council is providing in-kind support to the project.
KEVIN O’BRIEN
Director Community Services

Officers Reports Director of Technical Services
10.5 DIRECTOR OF TECHNICAL SERVICES

10.5.1 RECYCLING ISSUES
J Martin File Ref: F29/A01/000001
Purpose
To provide Council a further update on the status of the recyclable materials

processing issue, and the implications for our recycling collection contract.
Background
A briefing to the 5 February 2018 meeting provided background to this subject,

including:
• That Visy had initially advised that it would not receive bulk deliveries of
unprocessed recycling material as of 10 February.
• A range of options were under consideration to ensure collection of recycled
materials.
Further updates have been provided to Councillors between Council meetings.
Issues
• Short Term
This subject has attracted considerable input from Council, the Grampians Central
West Waste and Resource Recovery Group (GCWWRRG), the Municipal Association
of Victoria (MAV) and Government over the past few weeks.
MAV has been coordinating input from Councils to facilitate Government’s

discussions with waste contractors and processors aiming to resolve this matter.
At a local level, Council’s recycling collection contractor, Wheelie Waste, has

continued recycling collections as per normal. This has led to some temporary
storage of collected material, and importantly, no material has been disposed to
landfill.
A significant change in position has also been flagged by Visy Recycling. Previously, it
had advised that it would no longer be able to receive materials from our contractor,
and several others. Under previous arrangements, Visy paid to receive recycled
materials, recognising the value of this resource, and their potential to add value to
it for end markets. Now, while Visy had initially indicated it would not be able to
receive materials at all, it is now indicating that it is prepared to receive these
materials, but at a cost of $60 (+GST) per tonne. Other processors are giving similar
indications of increased costs of processing these materials.

This represents a turnaround in cost in the order of $120 per tonne. This is only an
estimate, as the actual payment received by recycling collection contractors from
Visy is a separate contractual matter between Visy and the collectors.
If this cost increase is passed on directly to Councils, for Horsham it would mean an
additional cost of perhaps $228,000 for the 1900 tonnes of recyclable material
collected each year. This could lead to an increase in waste charges of several
percent beyond CPI.
It is unclear what the basis of this new charge by Visy is. If it relates to the cost of
additional processing to meet China’s stringent quality requirements then there may
be some justification for it.
• Long Term
There is an adage that “crisis leads to opportunity”.
The current situation is likely to see a reset to the dynamics of the recycling market.
The higher prices charged by recycling processors creates a window for other
industries to step in.
These responses are likely to take a longer time to become established, and may
require significant investment.
At this stage only preliminary discussions have occurred regarding these longer-term
options, the focus being on resolving the short term issues.
Regular communications have been occurring with the following stakeholders:
• Council’s recycling contractor, Wheelie Waste.

• The GCWWRRG.
• Neighbouring Councils.
• The Municipal Association of Victoria.
Financial
This report indicates the likely potential impact on costs of recycling collection /
processing based on the extent of information known at present. There is still
uncertainty about the exact costs to resolve this matter.

Conclusion
The status of this issue is changing very quickly at present. An update will be
presented as a report in Urgent Business at the Council meeting.
JOHN MARTIN
Director Technical Services

Urgent Business
11. URGENT BUSINESS

APPENDICES

APPENDIX 7.2A
APPENDIX 7.2A
APPENDIX 7.2A
APPENDIX 7.2A
APPENDIX 7.2A
APPENDIX 7.2A
APPENDIX 8.1A
ASSEMBLY OF COUNCILLORS REGISTER
COUNCIL BRIEFING HELD IN THE RECEPTION ROOM

ON MONDAY 12 FEBRUARY 2018 AT 5.00PM
Present: Cr P Clarke, Mayor, Cr MA Radford, Cr A Gulvin (from 5.36pm), Cr D Grimble, Cr

L Power, Cr J Robinson; Graeme Harrison, Acting Chief Executive; Kerrie Bell,
Acting Director Corporate Services; Kevin O’Brien, Director Community
Services; John Martin, Director Technical Services; Angela Murphy, Director
Planning and Economic; Heather Proctor, Finance Manager (item 3 only); Zac
Gorman, Management Accountant (item 3 only); Lauren Coman, Regulatory
Services Manager (items 4.1 and 4.2 only); Adam Moar, Statutory Planner (item
4.1 only); Nick Carey, Senior Statutory Planner (item 4.2 only); Anne Donovan,
Human Services Manager (items 4.3 and 4.4 only); Maggie Bridgewater, Deaf
Access Worker (item 4.3 only); Adam Harding, Art Gallery Director (item 4.4
only); Stephen Pykett, Economic and Business Development Manager (from
7.05pm)
Apologies: Cr J Koenig
1. WELCOME AND INTRODUCTION
Cr Clarke welcomed everyone.
2. DISCLOSURE OF CONFLICT OF INTEREST SEC 79, LOCAL GOVERNMENT ACT, 1989

(AS AMENDED)
Nil.
3. FINANCE AND PERFORMANCE COMMITTEE MEETING – 5.00pm
Heather Proctor and Zac Gorman attended.
3.1 Monthly Report

Discussed
3.2 Town Hall Report

Discussed
3.3 Creditor Payments

Discussed
3.4 Vested Benefit Index (VBI) Defined Benefit Plan Update

Discussed
3.5 Other Business

Nil
4. DISCUSSIONS – 5.32pm
4.1 Gaming Machines Submission

Adam Moar explained the process and timing for review of the number of
electronic gaming machines (EGMs) across the State.
APPENDIX 8.1A
4.2 Policy Review/Revocation
Report reviewed.
4.3 Deaf Access Project

The Deaf Access Project was explained.
4.4 Art Gallery Program

Di Dale and Simone Dalton in attendance. 2018 Art Gallery Program
discussed.
4.5 Sir John Monash

Proposal supported.
4.6 Recycling Update

John Martin provided update.
4.7 Customer Request System (Merit)

Reviewed.
4.8 Naming Places

Reviewed.
4.9 Civic Centre Office Relocation

Reviewed.
4.10 Council Plan Half Yearly Report

Reviewed.
Meeting adjourned for dinner at 7.00pm
Meeting reconvened at 7.30pm
5. HORSHAM RACING CLUB
In attendance: Jason Merlo, Lisa Inkster, Gavin Simmons.
Horsham Racing Club provided an update on their position regarding Public Holiday /
Horsham Cup.
6. RES – WINDFARM UPDATE
In attendance: Kevin Garthwaite (RES), Wes Ferguson (Telstra), Gavin Cason,

Abraham Azzam and Josh Lind (all from Downer).
RES deputation provided an update on the Murra Warra wind farm project.
7. CLOSE
8.55pm
APPENDIX 8.4A
MINUTES
Sunnyside Park Advisory Committee Meeting
Held on Wednesday, 11 October 2017 at 7.30 pm
Sunnyside Bowling Clubrooms
Present: David Hogan Community Representative / Chairperson

Ivan Mills Sunnyside Bowling Club
David Johns Homers Tennis Club
Cr Alethea Sedgman HRCC Councillor
Rhonda McNeil Manager, Sustainability and Recreation
Mandy Kirsopp Project Officer, Sustainability and Recreation
Carley Gunn Kalkee Football & Netball Club
Carlo Sordello Horsham 298 Primary School
Apologies: Di Bell Community Representative

Simon Hopper Homers Cricket Club
Jillian Coutts Sunnyside Bowling Club
1. Welcome
All present were welcomed to the meeting
2. Disclosure of Conflict of Interest
3. Confirmation of Previous Minutes
Moved: Ivan Mills Seconded: David Johns

That the minutes of the meeting Wednesday, 30 August 2017 were a true and accurate
record of that meeting. CARRIED
4. Business arising from previous minutes
4.1 Facility Booking – Rhonda McNeil

Council is developing signage to assist with bookings of community spaces. The signage
is largely generic and will provide consistency of information between sites. The
committee approved the draft wording of the signage. Three locations for the
placement of signs was identified: west of the tennis courts, at the east main entrance
to the cricket clubrooms and at the Baillie St (south end) of the cricket nets.
It was suggested that QR technology be explored and incorporated into the signage.
Action – Rhonda McNeil will investigate.
4.2 Precinct Plan – Mandy Kirsopp

APPENDIX 8.4A
A concept proposal from Jeavons landscape architects was shared. The plan includes
details of work to be completed, consultation and project outcomes. ‘’What to keep and
what to take out”.
The development of a plan will be based on an Existing Conditions Report. It was
suggested that a vacation engineering student might complete the report as part of their
program of study. This would occur in January 2018.
The money for the project comes from money transferred when the Committee of
Management was dissolved.
Moved: Ivan Mills Seconded: David Johns

That the Sunnyside Park Advisory Committee recommend the Recreation Department
proceed with concept planning for the Park. CARRIED
It was noted that the development of a community friendly, safe gathering place will be
a key link with Council’s recently endorsed Health and Wellbeing Plan.
4.3 Defibrillator Information

Council is collecting information re: the location of defibrillators throughout our
community. This is so the location can be identified but also so that arrangements can
be made for the systematic replacement of batteries and pads required of the machines.
A defibrillator is located at Horsham 298 PS and replacement parts are managed by the
school.
5. Correspondence
A letter has been sent to the Principal of the Holy Trinity Lutheran PS inviting the school
to nominate a representative for the committee.
6. Business arising from correspondence

None
7. General Business
7.1 My Community Directory – Mandy Kirsopp

My Community Director replaces the Wimmera Information Network’s bi-annual
Community Directory. The Directory will be electronic but can also be downloaded and
printed (sections or entirety) if required.
The Directory has an added advantage that Clubs can promote their group by posting
information about events (similar to a webpage).
7.2 Meeting Schedule 2018

Most Advisory committees for sporting groups, meet four times each year but the
current Terms of Reference has Sunnyside meeting six times. Rhonda apologised for the
oversight in identifying only four meetings in 2018 (rather than six) and asked the
committee to consider the preferred number of meetings.
The decision was deferred until the next meeting, but it was suggested the committee
might meet on the following dates in 2018:
April 11
June 13
August 8
APPENDIX 8.4A
October 10.
7.3 Review of Actions List

7.3.1 An on-site meeting to discuss the location of the fence on two sides of the
playground has been organised. The meeting will involve: Dave Hogan, Di Bell, Rod
Lawson and Rhonda McNeil.
7.3.2 Storm water drainage – the gravel has been levelled.
7.3.3 Bollards near the cricket nets. The bollards have been installed as a continuation
of the line of the cricket nets. This is currently unsafe and they need to be angled at 45
degrees to accommodate the line of the ball.
It was also reported that 80-90 young people are playing cricket each Thursday.
7.3.4 A security light at the east of the hall is not working. Ivan Mills offered to follow
this up for the committee.
8. Next Meeting
The next meeting will be held on Wednesday, 11 April 2018 commencing at 7.30 pm in
the Sunnyside Bowling Clubrooms.
9. Meeting Close The meeting was closed at 8.55 pm.
Dave Hogan
Sunnyside Park Advisory Committee
Chairperson
11/10/2017
APPENDIX 8.4A
MINUTES
Dudley Cornell Advisory Committee Meeting
Held on Thursday, 26 October 2017 at 7.30pm
Dudley Cornell Precinct
Present: Dean Arnott Colts Cricket Club

Gary Davidson Schools Representative
Elijah Macchia Horsham Soccer Club
Terry Baldwin Colts Cricket Club
Ricky Price Little Athletics
Mandy Kirsopp Horsham Rural City Council
Apologies: Jason Muldoon Wimmera AFL

Rae Talbot Community Patch
Terry Arnell Little Athletics
1. Welcome
Welcome to all committee members of this newly established advisory committee.

Nil
3. Confirmation of Previous Minutes

Nil

Nil
5. Correspondence
Nil

Nil
7. General Business
7.1 Terms of Reference - Members were asked to view draft terms of reference and
provide comment to Hayley by 15th January 2018.
7.2 Female Friendly Facility – Rhonda advised what is meant by this and implementation
of such at Dudley Cornell. Will know if approved by Christmas 2017.
7.3 My Community Directory electronic copy supersedes original hard copy. Clubs are
encouraged to update details as required for the upcoming year.
APPENDIX 8.4A
7.4 Facility booking signage locations – potential locations for signage were viewed and
approved by committee members. Reduced signage from 4 signs to 2 signs as
required.
7.5 Action Listing was explained and will be put in place for committee to list items as
they feel necessary.
7.6 Meeting Schedule for 2018 was circulated and meeting requests have been sent
electronically to all members.
10. Next Meeting

The next meeting will be held on Thursday, 8 February 2018 at 7.30pm at the Dudley
Cornell Oval Precinct
11. Meeting Close

The meeting was closed at 9.15pm
Chairperson
Dudley Cornell Advisory Committee
26 October 2017
APPENDIX 8.4A
MINUTES
Horsham Sports and Recreation Advisory Committee Meeting
Held on Thursday, 9 November 2017 at 4.30 pm
Committee Room – Horsham Rural City Council Offices
Present: Cr Mark Radford Councillor HRCC

David Berry Wimmera Regional Sports Assembly
Sue Exell Community Representative
Loxley Hoffmann Community Representative
Neil King Community Representative
Christopher Walter Department of Education
Genevieve Smith Community Representative
Cr Alethea Sedgman Councillor HRCC
Mandy Kirsopp Projects Officer HRCC
Rhonda McNeil Recreation & Sustainability Manager HRCC
Susan Surridge Grants Officer HRCC
Apologies: Michelle Anderson Sport & Recreation Victoria

Bruce Petering Chairman / Community Representative
John Martin Director Technical Services HRCC
Agenda Items:
1. Welcome
Cr Radford chaired the meeting

None declared
3. Minutes of the previous meeting
Prior to the Minutes being accepted, the following changes were identified:
The date in the Minutes should be 2017, not 2016 (and)

Item 7.4 Horsham Volleyball Tournament was omitted. The date of the Volleyball
tournament was required to change because of a clash with the Motocross
Competition.
Motion:
That the minutes of previous meeting dated 10 August 2017 were a true and
accurate reflection of that meeting.
Moved: David Berry Seconded: Loxley Hoffmann CARRIED

APPENDIX 8.4A
4.1 Committee vacancy – Junior Sports Council representative
Motion:
That the Executive Officer of the Wimmera Regional Sports Assembly identify a
suitable nominee to fill the position of junior representative on the Sport and
Recreation committee
Moved: Neil King Seconded: David Berry CARRIED
4.2 Basketball Association Licence
A licence has been signed between HRCC and the Basketball Association. Because
the stadium is on Crown Land, a DELWP licence is required. The licence expires end
of 2018. A Schedule attached to the licence requires that the facility be available for
a range of community activities.
Discussion re: the process for community groups/users to question operation of the
stadium. Because a licence is in place, the establishment of a Committee of
Management or other governance arrangement is not appropriate. If there is a
concern regarding the operation of the stadium or access to the stadium, users
should approach the Association (licensee) and if the issue can’t be resolved, users
should then contact HRCC (licensor).
4.3 Horsham College Pavilion
A number of groups will be accessing the pavilion. These include: Jung Tigers, AFL
Umpires, and Hockey Association. The YMCA will be offering After School Care in the
building and community groups (Horsham PAWS) recently hired the facility.
The next stage of the implementation will be to allocate storage to the different
tenants.
Booking of the facility occurs through two options: Daytime usage is via Horsham
College, after hours usage is via HRCC.
4.4 Tennis Courts
Haven Courts have failed in the past month. Conditions were different for each of
the courts (Telangatuk, Quantong, Sunnyside, Central park, and Brimpaen) and it was
expected/hoped that Haven (on sand, 6-8 week curing time for the surface) would
remain viable.
Although the courts identified are compromised for tennis, the greater concern is
netball, particularly at Quantong for next year’s competition.
A consultant will be undertaking a full inspection of the courts. Legal advice must be
obtained to confirm the contractor is able to undertake repairs of the courts.
Access to the courts was identified as a concern. Public funds paid for the court
upgrades but clubs had argued the courts must be locked to protect the surface –
and this is no longer relevant. Access to public playing surfaces is a more general
issue that is being worked through.
APPENDIX 8.4A
4.5 Table Tennis at Maroske Hall
Not yet confirmed. Horsham College have requested that staff moves occur from
High St to Baillie St (to be completed by 20 November 2017) and that staff have
some time to review usage of the Hall before decisions re: shared usage can be
made. Changes to the new hockey/softball oval have added pressure to the usage
requirements of the Physical education Department.
4.6 Indoor Sports Stadium
All comments have been considered and the report has been finalised. The report
now includes Environmental Sustainability Design considerations, business details
and the site analysis. The report will be presented to Council in the next
fortnight.
4.7 Horsham Panthers
Horsham Panthers have been training Tuesday and Thursday on the green area at
the racecourse. Access to the playing field has been negotiated with the racing clubs.
Feedback about the Panthers as users of the green space has been positive.
5. Correspondence
None

Not applicable
7. General Business
7.1 Grants (Susan Surridge)
HRCC has submitted full applications for three projects: female change facilities at
Dudley Cornell Park, ($100,000) a second synthetic green at Horsham City Bowling
Club ($100,000) and installation of a wet deck at the Horsham Olympic Pool
($200,000) grant requests. Information re: outcomes of applications will be made by
the end of the year.
HRCC was notified 20/10/17 of being successful with the application for training
lighting for Natimuk Football Club ($93,644)
An application has been made (approximately $100k) through a Community Safety

Fund for improved lighting around the racecourse.
We have been successful in obtaining $6,706 for improved safety and security at the
football/netball hub at Horsham City Oval.
7.2 Wimmera Sports Stadium
This is the new name for the indoor sports stadium project and resulting stadium.
APPENDIX 8.4A
7.3 Sport and Recreation strategy
The strategy will be reviewed during 2018. Completed actions will be identified and
new goals will be established. This will be the main item of business in 2018.
7.4 Facility booking signage locations
Signage re: booking of both the green and the indoor space is being placed at the
following locations: Sunnyside Park, Dudley Cornell Park, Horsham College Oval,
Haven Recreation Reserve and Horsham City Oval. In each case, the Advisory
Committee has identified the preferred location for signage.
Facilities are now being booked through HRCC, with a variation for both Horsham
College (daytime bookings directed to the College) and Horsham City Oval, (where
the upstairs space of the clubrooms is managed by Horsham Demons).
7.5 My Community Directory
An electronic form of the Directory supersedes the existing paper-based Community

Directory and has the ability to incorporate publicity for the various clubs and groups
– promoting upcoming events with images and video. The electronic directory also
links to existing websites and Facebook pages maintained by clubs. Much of the
information in the new directory has been transferred from the existing Community
Directory. Paper copies of either excerpts of the Directory or the full Directory will be
available from reception at the Civic centre.
7.6 Meeting schedule 2018
Four meetings will be held in 2018 February, May, August and November. Details will
be distributed with the Minutes.
7.7 Action List
7.7.1 The upgrade to Laharum change rooms has commenced

7.7.2 The slab has been poured for the Kalkee tennis netball Courts
7.7.3 No public tenders were received for the upgrade to the Central Park
netball courts
7.7.4 The outdoor Olympic Pool is having its chlorination system changed from
liquid to granular chlorine. This will result in improved safety and
increased efficiency in water purification
7.7.5 Water skiing is occurring on the Wimmera River. A briefing paper is being
developed for Council
7.7.6 Coughlin Park drainage works are programmed for a September-
December 2018 construction.
7.8 Updates from Members
David Berry, Wimmera Regional Sports Assembly - identified concerns that the
Volleyball tournament scheduled for 14-15 October 2017 had to be cancelled
because of a lack of numbers. A letter has been sent to the Basketball association
requesting use of the stadium 24-25 November 2018.
APPENDIX 8.4A
Cr Alethea Sedgman – Commended the diversity of the Bike Advisory Committee
Loxley Hoffman – Pedestrian bridge has been well received and is being well
patronised. Questioned when the bridge will be dual use – pedestrians and cyclists.
Signs are being prepared to reflect this
Mandy Kirsopp – Recommended that members read the draft Parking Strategy
because it identifies the need to change the CBD to be pedestrian and cycle friendly,
rather than a place of transit for cars.
8. Next Meeting
The next meeting will be held 15 February 2018 at 4.30 pm in the Committee Room,
Horsham Rural City Council Offices.
9. Meeting Close
The meeting closed at 5.40pm.
Cr Mark Radford
Acting Chairperson
Horsham Sports and Recreation Advisory Committee
9 November 2017
APPENDIX 8.4A
MINUTES
Horsham Racecourse Reserve Advisory Committee Meeting
Tuesday, 14 November 2017 at 7.30 pm
Central Park Tennis Club Pavilion
Attendees: Brendan Nitschke Central Park Tennis Club

Byron Lange Central Park Tennis Club
Cr David Grimble Horsham Rural City Council
Kevin Lane Horsham Harness Racing Club
Jim Lonsdale Horsham District Racing Club
David Hornsby Horsham Fire Brigade
David Arnott Horsham West Bowls Club
Grenville Short Horsham City Netball
Mandy Kirsopp Horsham Rural City Council
Apologies: Brian Breuer Chairperson, Community Representation
Agenda Items:
1. Welcome
All present were welcomed
3. Minutes of the previous meeting dated 12th September 2017
Moved: David Hornsby Seconded: Kevin Lane CARRIED
That the Minutes of the meeting dated Tuesday 12th September 2017 were a true
and accurate reflection of meeting.
The Committee requested that Minutes be circulated with the Agenda and that this
occur 3-4 days before the meeting.
4. Business arising from previous Minutes
4.1 Communication re: Advisory Committees

The change to Advisory committees and the role of the committees is still
being understood within our community. Council’s new website will provide
information about committees.
4.2 Netball Court Grant
No tender was received. The project is being reviewed.
4.3 Water Plan
The plan is being reviewed and a draft will be distributed at the next meeting.
4.4 Park Drive Works Management
Parking bays have been completed. Two trees were removed and 10 planted.
Fuchsia gums are low growing with minimum root spread. Root guards have
been installed as an additional protection for the tennis courts.
APPENDIX 8.4A
4.5 Traffic Management
Is being investigated and may require more than the addition of bollards
along the footpath line.
4.6 Horsham West Bowling Club Toilets
The maternal and Child health centre is being vacated and patrons may be
able to use the toilets associated with that facility. Will provide more
information as it becomes available.
5. Correspondence
Nil

Nil
7. General Business
7.1 My Community Directory
An electronic form of the Directory supersedes the existing paper-based Community

Directory and has the ability to incorporate publicity for the various clubs and groups
– promoting upcoming events with images and video. The electronic directory also
links to existing websites and Facebook pages maintained by clubs. Much of the
information in the new directory has been transferred from the existing Community
Directory. Paper copies of either excerpts of the Directory or the full Directory will be
available from reception at the Civic centre. The Directory will be available after 22
December 2017.
7.2 Facility booking signage locations
Signage re: booking of both the green and the indoor space is being placed at the
following locations including Racecourse Reserve, Sunnyside Park, Dudley Cornell
Park, Horsham College Oval, Haven Recreation Reserve and Horsham City Oval. In
each case, the Advisory Committee has identified the preferred location for signage.
Facilities are now being booked through HRCC, with a variation for both Horsham
College (daytime bookings directed to the College) and Horsham City Oval, (where
the upstairs space of the clubrooms is managed by Horsham Demons).
7.3 Action Listing was viewed and updated as required.
7.4 Meeting Schedule 2018
Four meetings will be held in 2018 March, June, September, November. Details of
dates have been distributed and electronic calendar requests have been sent to all
committee members.
7.5 Review of the Public Holiday for the Horsham Cup

It was reported that the Horsham Cup holiday was not as successful as hoped and
that the patronage and betting turnover was not the level as when meetings were
held on a Sunday. It was suggested that overall takings were lower than the previous
year. The Public Holiday will continue for another 2 years and will be reviewed at the
end of that time.
8 Next Meeting APPENDIX 8.4A
The next meeting will be held on Tuesday, 20 March 2018 at 7.30 pm at the Central
Park Tennis Club Pavilion.
9 Meeting Close
8.17pm
Brendan Nitschke
Acting Chairman
Horsham Racecourse Reserve Advisory Committee
14 November 2017
Council Plan 6 Mth Rep 31 Dec 17 (to Council).xlsx
4 Year Priority - Description Employee Status % Comp Comments Previous Comments
1 - Community and Cultural Development
0.1 Goal 1 - Strategic Indicators
0.1.01 100% completion of construction of the Kalkee Kevin O'Brien Started 90% KOB Feb 2018. 95% of construction completed as at 31 December
Road Children's and Community Hub and 2017. Council Services to move in Tuesday 13 February subject to
commencement of operations by April 2018 issuing Cer.ficate of Occupancy

0.1.02 Completion of a detailed feasibility study for a John Martin Completed 100% JM - Feb 18. To be considered by Council in Mar 2018 JM - Aug17. Preferred site identified, concept plans developed.
multipurpose/indoor sports and community facility
by December 2017
0.1.03 Work with the Horsham Historical Society to plan Kevin O'Brien Not Started 0% PB Aug 17. Staff have had preliminary discussions with the Society
for and scope a new Heritage Centre by December
2017
0.1.04 Securing funding for CBD Revitalisation Project Graeme Started 20% GH Feb 18. Application lodged with the Dept of Infrastructure (PB Aug 17) - Presentations were made to the Minister for Regional
Stage 1 - improved urban design by 31 December Harrison 15/12/17 for the Building Better Regions Fund Round 2 for $1.685m Development on 2 August. Discussions continue with RDV.
2017 grant

0.1.05 Develop plans for a Town Square by 31 December John Martin Started 50% GH Feb 18. Application lodged with the Dept of Infrastructure JM - Aug17. Preliminary engagement process undertaken
2017 15/12/17 for the Building Better Regions Fund Round 2 for $1.685m
grant

1.1 Contribute to building a vibrant, diverse and resilient community

1.1.01 Pursue ongoing funding for a neighbourhood Anne Donovan Started 50% AD Feb 18. Horsham North Project has been reframed and MB Aug 17 Ownership/remediation issues in rail corridor
renewal program in Horsham North implementa.on will con.nue with key stakeholders unresolved, continuing advocacy for VicTrack to negotiate on these
issues. Opportunity for neighbour hood house relocation being
investigated.

1.1.02 Pursue funding for implementation of the Horsham Anne Donovan Not Started 0% AD Feb 18. As per 1.1.01 MB Aug 17 As in item 1.1.01 Rail Corridor implementation on hold
North Urban Design Framework and Railway till land tenure and remediation issues can be resolved with
Corridor Master Plan VicTrack, for other elements of the HNUDF no funding possibilities
were identified
1.1.03 Facilitate ongoing development of community Rhonda McNeil Not Started 0% Feb 18. Transferred to Rhonda McNeil MM Dec 16 - The Laharum and Haven Precinct plans have been
facilities at Cameron Oval, Laharum finalised Council has submitted an application to RDV for works at
the Laharum Hall but this was unsuccessful. Council is working with
APPENDIX 10.2A
the Laharum Sports Inc regarding funding for Stage 1 works at the
Cameron Oval. (Note listed as 95% complete in previous CP)
1.1.04 Facilitate ongoing development of community Rhonda McNeil Not Started 0% Feb 18. Transferred to Rhonda McNeil MB Aug 17 Plan developed not supported by whole of community,
facilities at Haven Recreational Reserve project in hiatus.
MB Jan 17 Haven Precinct Plan adopted by Council 19 September
2016
1.1.05 Complete construction of the Kalkee Road Kevin O'Brien Started 99% KOB Feb 18. 95% completed as of 31 December 2017
Children's and Community Hub and commence
operations
Page 1 of 15 13/02/2018 7:55 AM

1.1.06 Implement Volunteer Management Framework Tony Schneider Started 60% TSc Feb 18. Following delays the position of Strengthening TSc Aug 17. A report proposing the appointment of a temporary
Volunteerism Project Officer was advertised in November 2017. human resource to implement the framework was adopted by the
After second-round interviews in early January 2018 the candidate EMG in July and recruitment will commence by the end of August
of interest withdrew from the process. It is anticipated that the 2017. The position will work in the Organisational Development
position will be filled by the end of March 2018 and Department.
implementa.on of the framework will then commence.

1.1.07 Develop and implement an Indigenous Kevin O'Brien Started 40% KOB Feb 18. Plan submitted to Reconciliation Australia and waiting
Reconciliation Action Plan endorsement
1.1.08 Review future use of all kindergartens and Maternal Mandi Stewart Not Started 0% GH Feb 18 - Discussions have commenced re possible uses of the MS August 17 - Maternal and Child Health and kindergarten review
& Child Health, post the Horsham North Children's former Robin Street Kinder Building. No discussions as yet re other to commence post the move to the Hub once the opportunities and
Hub buildings. constraints of the new venue are understood.
1.1.09 Develop a master plan for Dudley Cornell Reserve Rhonda McNeil Not Started 0% RMcN Aug 17. Will start in late 2017 with the establishment of the
following the construction of the Children's Hub Advisory committee
1.1.10 Support our local communities in developing Anne Donovan Not Started 0% AD Feb 18. Mitre Community Plan launch Nov. Actions being MB Aug 17 Community planning for Mitre scheduled for the end of
community plans and strategies implemented with community this month

1.2 Develop a safe, active and healthy community, encouraging participation

1.2.01 Develop and progressively implement a plan for the Rhonda McNeil Started 5% RMcN Aug 17. Advisory Committee has been established and all
redevelopment of the Horsham City Oval precinct previous masterplan actions have been reviewed. Meetings
scheduled for 17/18 year will focus on masterplan development
1.2.02 Encourage redevelopment of community facilities at Rhonda McNeil Started 50% JM Aug 16. Dependent on outcome of Indoor Sports Stadium study -
the Horsham Showgrounds consultant appointed Aug 2016.
1.2.03 Complete a detailed feasibility study for a Rhonda McNeil Completed 100% JM Feb 18. To be considered by Council in Mar 2018 JM - Aug 17 - preferred site identified, concept plans developed.
multipurpose/indoor sports and community facility
1.2.04 Implement outcomes from the multipurpose/indoor Rhonda McNeil Not Started 0% JM Feb 18. Will be subject to Council decision and funding JM - Aug 17 - Will be subject to Council decision and funding
sports and community facility feasibility study
APPENDIX 10.2A
1.2.05 Development of the Health and Wellbeing Plan Anne Donovan Started 80% AD Feb 18. Plan adopted by Council. Implementa.on underway MB Aug 17 Initial Stakeholder and Community Engagement
2017 undertaken, draft plan prepared and internal consultation on plan
undertaken, timeline for completion early Oct
1.2.06 Support family violence prevention programs & Anne Donovan Started 40% AD Feb 18. Act at Work implementa.on con.nuing MB Aug 17 Act at work program being undertaken.
initiatives
1.2.07 Development of Positive Ageing initiatives Mandi Stewart Started 30% KOB Feb 18. Age Friendly Communities project has commenced
with action plan completed
1.2.08 Review of Youth services in consultation with other Anne Donovan Started 40% AD Feb 18. Project re scoped and brief updated. Project to MB Aug 17 Draft brief for consultants being prepared
agencies and develop a strategy commence March

Page 2 of 15 13/02/2018 7:55 AM

1.2.09 Activate the Wimmera River Precinct for the Anne Donovan Not Started 10% AD Feb 18. Align with River Corridor Plan then prepare EOI for Cafe MB Aug 17 initial investigation of cafe options underway, River
community and visitors (including lights and greater Corridor master plan being prepared
presentation)
1.2.10 Plan and progressively construct shared cycling and Rhonda McNeil Started 10% MB Aug 17 Wimmera River Corridor Master Plan being developed
walking track paths along the Wimmera River -–
from Riverside Bridge to Horsham Weir - both sides,
including improvements to lighting and other
facilities
1.2.11 Improve presentation, lighting and walking track John Martin Not Started 0% JM - Aug 17 - Funding provided in 2017-18 budget
condition around the racecourse
1.2.12 Encourage the development of a riverside café Anne Donovan Not Started 10% AD Feb 18. As per 1.2.09 MB Aug 17 initial investigation of cafe options underway

1.2.13 Support planning for review of use of the Riverside Rhonda McNeil Not Started 0% AD Feb 18. No action
Recreation Hub precinct as part of the Wimmera
River strategy
1.2.14 Determine Councils future role in Aged Care as a Kevin O'Brien Started 30% KOB Feb 18. Regional Home Support project complete, discussions
consequence of Commonwealth Government Aged continuing with LGAs and Health Services
Care reforms currently being undertaken
1.2.15 Support behaviours that reinforce respect and Kevin O'Brien Started 70% KOB Feb 18. Act@Work Program completed, Action Plan 70%
equality for women and address rising levels of implemented
family violence
1.2.16 Support behaviours that reinforce respect and Kevin O'Brien Not Started 45% KOB Feb18. Communities of Respect and Equality Membership,
equality for all members of the community and Community of Practice (Leading Change Breakfast)
address rising levels of violence generally
1.3 Contribute to cultural activities that enhance our community
1.3.01 Complete Business Plan to determine the viability Anne Donovan Started 40% AD Feb 18. Meet with Dev Nov 17 and awaiting their revised project MB Aug 17. Rezoning complete, developer has project on hold and
and funding options for an artist in residence facility is re-scoping the works
on the Wimmera River.
1.3.02 Work with the Wesley Committee of Management Anne Donovan Started 60% AD Feb 18. Working with Wesley Committee to identify ESS works MB Aug 17. Detailed costings of works requested, assistance
to review arrangements associated with the Wesley required to venue. Venue was closed at request of Committee to provided to Wesley Commitee to enable subdivision of music
PAC address safety issues iden.fied academy this would release funds to support the Wesley repairs
APPENDIX 10.2A

1.3.03 Develop a public art action plan Anne Donovan Not Started 10% AD Feb 18. Public art plan adopted 2017 and is being implemented
with Public Art Committee.
1.3.04 Continue to develop the Horsham Cinema in the Kevin O'Brien Started 30% KOB Feb 18. Screen work completed, future developments are
main cinema with improved seating, screen and currently being considered
sound in conjunction with the cinema operator
1.3.05 Work with the Horsham Historical Society to plan Stephen Pykett Not Started 0%
for and scope a new Heritage Centre.
Page 3 of 15 13/02/2018 7:55 AM

1.3.06 Support the Arapiles Historical Society with the Anne Donovan Started 50% AD Feb 18. Assisting the AHS to develop administrative documents MB Aug 17. Governance support provided, review and update of
Natimuk Museum development and procedures to support the opening of a museum. incorporation purpose, assistance with collections policy and
associated documents, started development of a business plan
1.3.07 Form a stronger relation with Wimmera Machinery Stephen Pykett Not Started 0% AD Feb 18. Economic Development leading this
Field Days committee and their major and
significant event in the municipality.
1.4 Develop the municipality as a desirable place to live, work and enjoy for people of all ages and abilities
1.4.01 Work with other Councils and relevant agencies to Kevin O'Brien Started 50% KO'B Feb 18. Transition commenced in October 2017. Eigible HACC
prepare rollout of the National Disability Insurance clients being supported to transition, support provided to families
Scheme through Rural Access Program
1.4.02 CBD Revitalisation Project – 2016-2025 Stage 1 - John Martin Started 5% JM Feb 18. Funding proposal prepared for BBRF grant JM - Aug 17 - CBD strategy developed, funding being sought
improved urban design
1.4.03 CBD Revitalisation Project – 2016-2025 Stage 2 - John Martin Started 50% GH Feb 18. Application lodged with the Dept of Infrastructure JM - Aug 17 - preliminary engagement process undertaken
Town Square 15/12/17 for the Building Better Regions Fund Round 2 for $1.685m
grant

1.4.04 Work with Victrack to improve underpasses John Martin Started 80% JM Dec 16 Works on initial project largely complete. Further scoping
between Horsham North and wider Horsham required for future works
1.4.05 Review the Domestic Animal Management Plan Lauren Coman Started 30% LC Feb 18. DAMP review has commenced. Domestic Management AM Aug 17. Domestic Animal Management Plan review is about to
Advisory Group is working on draft of DAMP. Draft due for commence and will be presented to the DAMS Committee during
comple.on April. Sept
2 - Sustaining the Economy

0.2.01 Complete Stage 1 infrastructure development at the Angela Murphy Started 10% AM Feb 18. Engaged consultants to prepare development plan for AM Aug 17. Grant of $1.25 million has been awarded for installation
Wimmera Intermodal Freight Terminal Precinct by infrastructure, integrated water management and roads, following of infrastructure for Stage 1 at the Precinct.
December 2018 gazettal of the Planning Scheme Amendment. Still negotiating with
owner on S173 agreement.

APPENDIX 10.2A
0.2.02 Implement the outcomes from the Visitor Angela Murphy Started 5% AM Feb 18. Established working group to review need of visitors, AM Aug 17. Visitor Information Centre review has been completed.
Information Centre review by 30 June 19 level of service, hours of opera.on and loca.on. Implementation can commence given that the Accreditation
guidelines were released last week and have been somewhat
relaxed
Page 4 of 15 13/02/2018 7:55 AM

2.1 Cultivate opportunities for the municipality to prosper and pursue possibilities for new development Design of infrastructure is well underway
2.1.01 Progress implementation of the Wimmera Angela Murphy Started 5% AM Feb 18. Planning scheme amendment for the Precinct gazetted MG August17. Grant provided in August of 1.25 Million for
Intermodal Freight Terminal Precinct Plan and in December 2017. Johnson Asahi, export Hay Processor has been infrastructure. Panel hearing for planning scheme amendment is
encourage opportunities for the establishment of granted building approval for Stage 1 and storage shed are partially scheduled for 11 August. Tanlodon and Johnson Asahi comitteed
associated industries including the mining sector completed and in operation. Working with 3 other businesses to moving to WIFT precinct
interested in loca.ng to the Precinct.

2.1.02 Work with the economic and community sectors to Angela Murphy Started 60% AM Feb 18. NBN available in Horsham from late 2017. NBN MG Aug 17. Business breakfast on NBN conducted in CBD for
maximise opportunities arising from the national undertaking promo.on to encourage takeup. business in June 2017
broadband rollout, including training and
awareness of on-line retail business opportunities
2.1.03 Develop an Economic Development strategy Angela Murphy Started 80% AM Feb 18. Draft Economic Development Strategy has been out for MG Aug 17. Tender written, selection process completed,
consultation. 10 submissions were received, and have now been consultants started consultation in May, draft completed and
reviewed by Council. framework finished, final draft being prepared currently and will go
public in early September
2.1.04 Support development opportunities facilitated by Angela Murphy Started 0% AM Feb 18. Council endorsed Wartook Valley Strategy in MG August 17. Community Information session on 25 July and a
the Wartook Valley strategy September 2017. Now required to prepare formal Planning Scheme report to council in September to endorse the strategy
Amendment

2.1.05 Facilitate further development of the Aerodrome John Martin Not Started 0% MG August 17. Transfer to John Martin
Industrial Estate
2.1.06 Develop partnerships with industry groups and Angela Murphy Started 50% AM Feb 18. Ongoing part of the role - Working with RDV, DELWP, MG August 17. This is ongoing and a major component of the team
government Parks Victoria, and met with Ausindustry this week whose focus is and the role
export and innova.on

APPENDIX 10.2A
2.2 Support initiatives for improved transport services in and around the municipality
2.2.01 Work with the business sector to maximise Angela Murphy Started 15% AM Feb 18. On hold MG August 17. No further action at this point
opportunities of the proposed Horsham bypass and
work with the community to minimise social and
environmental impacts including the Aerodrome
and other community assets
2.2.02 Support a Western Highway by-pass of Horsham John Martin Not Started 0% GH Feb 18 - Bypass descision still with Planning & Roads Ministers. JM - Aug 17 - Subject to Planning Minister decision
Advisory Committee process expected to commence early 2018.
Page 5 of 15 13/02/2018 7:55 AM

2.2.03 Explore, with reference to current planning Graeme Started 80% GH Feb 2018. Western Rail Advocacy Project Control Group and (PB Aug 2017) - passenger rail study launched - supported by 8 West
activities being undertaken, opportunities for Harrison Steering Group has been formed and is mee.ng regularly. Victorian Councils. Additional train services to Ararat achieved
improved timetabling and passenger rail and bus Requests to Jacinta Allen:
services to Horsham from outside and within the 1. In-principle support for passenger rail return to Western Victoria
region (including Horsham to Halls Gap, Melbourne 2. TFV to develop a full business case for return of passenger rail to
and Adelaide) Western Victoria
Emphasis on work to align coach timetables – particularly for new
services

2.2.04 Investigate the impacts of the relocation of the rail John Martin Not Started 0%
line out of the town area
2.2.05 Review Municipal Parking strategy Angela Murphy Completed 100% AM Feb 18. Municipal Parking Strategy endorsed by Council in AM Aug 17. Draft Parking Strategy has been developed but requires
December 2017 review
2.2.06 Detailed review of the roads service (2016-2017), to John Martin Not Started 0% JM Feb 18. To start 2018 JM - Aug 17 - To start second half of 2017
encompass levels of service, construction and
maintenance methods (including cost efficiency)
2.2.07 Horsham Integrated Transport Strategy completed, John Martin Started 33% JM - Aug 17 - Further work deferred pending decision on bypass
including: alignment
• Stage 1 – Strategic road network, including
regional highways,
railway and Horsham Bypass
• Stage 2 – Horsham urban area
• Stage 3 – Rural areas of municipality
2.2.08 Develop a plan for a further vehicle bridge across John Martin Started 5% JM Feb 2018. Seeking mee.ng with BGLC to discuss
the Wimmera River and determine the timing when
this should be constructed.
2.2.09 Support the development of the Grampians Way Angela Murphy Started 60% AM Feb 18. Need to reengage with neighbouring Councils to AM Aug 17. No further activity
(ring road) - 'Stage 1 Mt Zero Access Road, Stage 2 ac.vate this ac.on, part of our response to draP Roads Strategy
Establish Picnic sites/viewing areas and signage,
Stage 3 Seal remaining North West alignment
(Winfield Rd north of Plantation Rd)
APPENDIX 10.2A
2.3 Increase visitors to the municipality
2.3.01 Investigate opportunities for the development of Angela Murphy Started 50% AM Feb 18. WDA completed the Socio Economic Impacts of MG August 17. WDA conducting a water use and recreational
the Green Lake/Dock Lake recreational precinct recrea.onal water report, and now working on Stage 2 survey to identify social and economic benefits. Socio - Economic
impacts of recreational water report
2.3.02 Pursue opportunities for improvements at the Rhonda McNeil Not Started 0% RMcN Aug 17. Not yet started linked with Bike Advisory Committee
Police Paddock Reserve/Horsham North including which has recently been re established
walking and bike tracks in the vicinity
Page 6 of 15 13/02/2018 7:55 AM

2.3.03 Support the development of the Grampians Peak Angela Murphy Started 60% AM Feb 18. CEO met with Funding Partner in Canberra in December MG Aug 17. MG and PB attended last GT meeting on this subject.
Trail to review project .melines, given delays with approvals will take two to three years to complete.

2.3.04 Explore opportunities from the 2017-18 Australian Christopher Started 50% CM Jan 2018. The national Junior MX was held in Horsham in 2017
and International Motor Cross Events McClure and was an outstanding success.
Planning is well underway for the World Junior MX to be held in
Horsham in August 2018.
2.3.05 Investigate marketing and funding through the Christopher Not Started 0% CM Jan 2018. This project has not proceeded and recommend MG August 17. No action
RMIT for the Zero to Nhill Trail McClure removal from the Action List.
2.3.06 Investigate opportunities and plan for possible bike Angela Murphy Started 30% AM Feb 18. Grampians Cycling and Trails Master Plan still MG August 17. WDA have commenced a Grampians Region Cycling
trails, Green Lake to Horsham, Horsham to Natimuk, underway and Trails Infrastructure Business and Master Plan. MG is on the
Wartook to Zumsteins working group for this plan
2.4 Promote Horsham as a regional city

2.4.01 Support the WDA initiative to promote a Grains Angela Murphy Started 30% AM Feb 18. Feasibility and Business case underway MG August 17. State Government has granted 250K in funding to
Centre of Excellence commence the feasibility study and business case. Co chaired by
John Ackland and DEDJTR
3 - Asset Management
0.3.01 Develop a consultative process for community input John Martin Not Started 0%
into road construction and maintenance priorities
for input to the 2018-19 budget, by December 2017
0.3.02 Finalise preparation of asset management plans for John Martin Started 10% JM Feb 18. Buildings assets current main focus
all main asset groups by June 2018
0.3.03 Implement improved asset management and John Martin Started 25% GH Feb 18 - IT Business Analyst working through decision around an JM - Aug 17 - Maintenance mgt system in place. Decision pending
maintenance management systems by December approriate system using Investment Logic map process and then on AM system
2017 project implementation will begin.
0.3.04 Complete, or commit via contracts, 90% of John Martin Started 40% JM Feb 18. Works underway for year
APPENDIX 10.2A
infrastructure works (by value) within the planned
financial year
3.1 Determine infrastructure needs and expectations through consultation with developers and the community
3.1.01 Develop improved pedestrian access (bridges) John Martin Completed 100% JM Feb 18. Bridge 1 complete. Planning now underway for Bridge 2 JM - Aug 17 - Works due to finish soon on bridge 1. Bridge 2 design
across the Wimmera River in Horsham, in to proceed shortly
partnership with land developers
3.1.02 Undertake a review of Council infrastructure asset John Martin Not Started 0% JM Feb 18. On EMG strategy discussion list
holdings to ensure they meet future community
needs and longer term implications of ownership
Page 7 of 15 13/02/2018 7:55 AM

3.1.03 Purchase additional land for hangar space at John Martin Not Started 0% JM - Aug 17 - Deferred
Aerodrome including access-way development
3.1.04 Development of an Aerodrome Master Plan and John Martin Started 25% JM - Aug 17 - Draft master plan completed, but not endorsed
implementation of planning overlays to protect the
future development space of the Aerodrome
3.1.05 Develop a prioritised plan for upgrade of Rhonda McNeil Not Started 0%
community recreation facilities
3.1.06 Implement a cyclic renewal program for all public John Martin Started 10% JM Jan 17 - Budget provides for new toilet in Hamilton St
convenience facilities in the Horsham central
business district and across the municipality
3.1.07 Undertake master planning and major Kevin O'Brien Started 30% KOB Feb 18. Master Plan completed, secured funding for Wet Deck
refurbishment of the Aquatic Centre and associated works
3.1.08 Develop improved park and street tree policy as an Rob Moir Started 30% JM Feb 18. Funding in 2018-19 to undertake engagement process JM - Aug 17 - Community engagement process in second half of
‘urban forest plan’ 2017
3.1.09 Identify and develop new off street parking areas on John Martin Started 10% JM Feb 18. Conflicts with outcomes of parking strategy JM - Aug 17 - Park Drive north, in 2017-18 budget
CBD fringe
3.1.10 Develop a master plan of streetscape themes and Rob Moir Started 5% JM Feb 18. To be incorporated into CBD action group and RM Oct 17- Comm engagement in November
service levels for existing streets and new revitalisa.on plans
developments
3.2 Ensure projected financial and physical programs that reflect infrastructure needs
3.2.01 Implementation of the Civic Centre Redevelopment John Martin Started 5% GH Feb 18 - Works in Council Chamber were completed in 2017 PB Jan 17 The Civic Centre Development plan has been listed in
Plan Graeme along with moving the CE's team across to the East side of the Civic Councils 10 year capital budget. Plans have been developed for
Harrison Centre. Planned works to commence moving staff on West side in redevelopment of the Council Chamber. Tenders will be called in
early 2018. A small component of the master plan to be put forward February 2017.
for funding in the 2018/19 budget to improve the customer service
APPENDIX 10.2A
area and entry to the building
3.2.02 Confirm and undertake design and planning for the John Martin Started 60% JM Feb 18. Awaiting final valuation and contamination reports. JM - Aug 17 - Prelim costing data being reviewed
relocation of the municipal depot including Engagement with service clubs also required
potential co-location of Tech Services planning and
delivery staff

3.2.03 Review and update Road Management plan Ram Completed 100% JM - Aug 17 - Completed June 2017
Upadhyaya
Page 8 of 15 13/02/2018 7:55 AM

3.3 Maintain asset management systems that will assist planning asset maintenance and capital renewal
3.3.01 Develop a maintenance and replacement schedule John Martin Started 60% JM Feb 18. Roads completed, buildings current focus JM Jan17 - Asset condition and valuation data for buildings has
for all groups of assets managed by Council, been compiled, as first step in Buildings AMP
including heritage listed buildings
3.3.02 Develop and implement asset management plans Ram Started 75% RU Jan 2018. Consultant currently developing Buildings asset RU Aug 2017. No change
for all nominated asset groups to assist with long Upadhyaya management plan.
term financial and asset management planning and
legislative requirements - involve the community in
the process
3.3.03 Develop and implement a fair and transparent John Martin Started 25% GH Feb 18 - Pricing model and methodology has been developed JM - Aug 17 - Initial calculator developed, and in use
pricing policy for all of Council's community facilities Graeme and draft policies for pricing and agreements have been written.
Harrison Need some time for detailed discussion with Council.
3.4 Deliver works to develop and maintain Council’s physical assets for long term sustainability, amenity and safety
3.4.01 Develop infrastructure that encourages greater John Martin Started 20% MD Feb 18. Annual program prioritised though Bicycle advisory
participation and use of alternate transport options group. Limited funding
to the city (eg, walking, cycling and public transport)
3.4.02 Master plan preparation for the Livestock Exchange John Martin Started 95% JM Feb 18. To be presented to Council late Feb JM - Aug 17 - Commenced
including potential items such as: roofing to cover
yards, electronic ramps to replace manual ramps,
compost turner and Radio Frequency Identification
(RFID), solar panels and water capture.
3.4.03 Develop and review the Sports and Recreation Rhonda McNeil Not Started 0% JM Feb 18. In 2018-19 Budget proposals
Strategy
3.4.04 Develop additional off leash areas for dogs Rhonda McNeil Started 50% AM Feb 18. To be transferred to Rhonda thanks AM Aug 17. Langlands Park off leash dog area has been developed

3.4.05 Develop improved entrances to all towns (street John Martin Started 25% JM Feb 18. Funding proposal in CBD grant applica.on JM - Aug 17 - Engagement conducted with CBD revitalisation.
signage and landscapes) Designs to be prepared
3.4.06 Investigate and plan Wesley PAC refurbishment and John Martin Started 5% KOB Feb 18. Funding application submitted to improve access,
Jubilee Hall upgrade toilets and kitchen facilities at Jubilee Hall. Fire safety assessment of
Wesley to occur in February.
4 - Governance and Business Excellence
APPENDIX 10.2A
0.4.01 Complete an engagement process by 30 Jun 18, Graeme Started 10% GH Feb 18. Service Overview document has been completed for
with community, for the 2018/19 Council Plan and Harrison internal use and for councillors. Work has commenced on a web
Budget cycle that is more deliberative and explains based document to explain the "why" of all of council's services and
the “why” of council services this will be launched as a component of the 2018-19 Budget and
Council Plan engagement plan with the community.
0.4.02 Maintain staff turnover rates at under 10% Graeme Started 25% GH Feb 18. Staff turnover figures for 6 months to 31 Dec 2017 were LH Aug 17. Staff turnover figures for 2016/17 were just outside the
Harrison 7.47% 10% at 10.76%.

Page 9 of 15 13/02/2018 7:55 AM

0.4.03 Increase overall score in the Community Satisfaction Graeme Started 25% GH Feb 2018. Survey is a yearly occurence - results will be available (GH Aug 17) - Overall performance score reduced by 3 points to 60.
Survey Harrison in April/May 18. Whilst this was lower than last year and meant that this target was
not achieved it was not considered as a significant reduction.
0.4.04 Implement a new HRCC External website Graeme Started 80% GH Feb 18. Website project has been delayed through departure of (GH Aug 17) - Work has commenced on the new website and
Harrison Media & Comm's person who was leading the project. Project is content is being developed during Aug. Expected go live date is
back on track with an enthusiastic project team. Content and September/October 2017.
images are being finalised and testing of web page functionality is
in the final stages. Aiming for a "go-live" date of March 2018.

4.1 Continuously improve communication and engagement with the community through effective consultation
4.1.01 Review the rates strategy and implement Graeme Started 80% GH Feb 18. Council undertook a minor review of the Strategy at the (GH Aug 17) - A review was undertaken during the 2017-18 Budget
Harrison budget and planning meeting in December 2017. Policy positions development cycle and a further review will take place in the 2018-
will be revisited on discussing the final draft budget prior to 19 budget cycle.
distribu.ng for community comments and engagement.

4.1.02 Feedback to Community on engagement clearly Graeme Started 20% GH Feb 18. Service overview document has been completed for (GH Aug 17) - Will undertake this as a part of the planning cycle for
explaining "why" Council delivers the services that it Harrison internal use. A template has been developed for a service 2018-19.
does description document that utilises data from the Service Overview
and this will be placed on the external website and used in
community engagement during the 2018-19 Budget engagement
process.

4.1.03 Prepare for a more deliberative approach to Anne Donovan Started 5% GH Feb 18. The Bill for the new Local Government Act is out for (GH Aug 17) - Will undertake this as a part of the planning cycle for
community engagement following the adoption of community comment and submissions. Officers will investigate this 2018-19.
the major revisions to the Local Government Act further once exact details are known of the impacts on community
including seeking community ideas for prosperity. engagement process and whether a deliberative approach is
required.

4.1.04 Review our communications methods with a view to Cameron Started 50% GH Feb 18. Some initial discussions have occurred. This issue is at
increasing electronic engagement with our Gerlach the top of mind for customer service team. More methods of
APPENDIX 10.2A
customers and the community electronic payment have been added to Councils service provision,
Merit service request system has been upgraded to provide
additional information and better access for customers. The
website upgrade will also improve electronic engagement. Broader
discussion of our overall communications methods will be explore
with the new CEO & Media and Communications Officer in
approximately March 2018.
Page 10 of 15 13/02/2018 7:55 AM

4.2 Manage risk to the organisation
4.2.01 Review programs for savings/cancellation of Graeme Started 10% GH Feb 18. There is a service review process that is underway
services Harrison through EMG. A number of services have already been reviewed
and a number are underway. A more structured approach to service
reviews has not yet been developed but is the subject of
consideration with the development of Asset Management Plans
which are taking a service delivery approach. Still a significant
amount of work to be undertaken.
4.2.02 Implement a robust financial and performance Heather Proctor Started 50% GH Feb 18. Work still not complete re KPI's and gaps in reporting. (GH Aug 17) - Regular framework for reporting to council and EMG
management system Time constraints also limit the opportunity to consider data more has been developed. More work needs to be undertaken to develop
fully at regular mee.ngs. KPI's for outputs and to link this in with reporting throughout the
organisation.
4.3 Be an employer of choice

4.3.01 Investigate opportunities for participating in Tony Schneider Started 50% TSc Feb 18. Further progress on this ongoing objective has TSc Aug 17. A further person has been engaged under the Council's
employee exchange programs essentially been limited to internal opportunities, of which there is Aboriginal & Torres Strait Islander people employment program,
a number of examples. A prospective internal sharing of resources the most recent a School-Based Apprentice working at the Visitor
to support the Strengthening Volunteerism Project is currently Information Centre. This brings the number of staff currently under
being investigated. The appointment of two casual administrative the program to four. Skillinvest has found it difficult to source
staff on a permanent part-time basis involves sharing and exchange suitable/interested applicants but is continuing to pursue the
between departments and different operations, with these staff engagement of a further/final appointee under the program at the
working in a range of areas so that the organisation's obligations to Horsham Town Hall.
them in terms of ordinary hours can be met. An existing temporary
member of staff has gained additional temporary work in a
separate Group, making a further contribution to cross-organisation
sharing and relationships. A member of the Horsham Town Hall
staff has been seconded to work within the CEO's Office.
Opportunities to exchange with external organisations is limited but
we have been increasingly active in taking advantage of internal
openings when they arise, and so staff and the organisation are still
gaining benefits (learning, knowledge, satisfaction, etc) from
moving into different work environments.

APPENDIX 10.2A
Page 11 of 15 13/02/2018 7:55 AM
4.3.02 Pursue implementation of Council’s Workforce Tony Schneider Started 90% TSc Feb 18. The current budget for targeted Indigenous positions is TSc Jan 17. A key factor of the workforce strategy is the creation of
Strategy and identify opportunities for accounted for but the forthcoming end of one of the Indigenous opportunities for Aboriginal and Torres Strait Islander people. In
indigenous/migrant employment placements may provide an opportunity to seek a new recent months considerable progress has been made on this
appointment, possibly within a different field or part of the element, in conjunction with Skillinvest. Four trainee and
organisation. Originally a position at the Town Hall/Art Gallery was apprentice opportunities, to commence in the current financial
considered but the filling of other positions first meant that this year, have been identified, advertised and applications recently
was not affordable, so revisiting this opportunity is likely. EWorks closed. Skillinvest is currently considering applications and will
Employment Solutions presented details of employment funding shortly work with Council staff to interview applicants and make
opportunities to the Organisational Development Manager on 5 suitable appointments. It is anticipated that the four positions will
February 2018 and the extent of funding available could mean that be filled and operational by mid February. Council and Skillinvest
the engagement of an additional trainee, over-and-above the will continue to work together after that time to support the
current program funded by Council, may be possible. Progress on successful candidates as it is understood and appreciated that the
this objec.ve is con.nuing as opportuni.es present. transition to work for the target group can be quite difficult and
considerable input is required by and on behalf of the employer to
have successful, long-term outcomes. It is envisaged that further
funds will be committed in the 2017-2018 Council budget to
support the four positions commencing this year and to introduce
some further opportunities for the target group in 2017-2018.
4.4 Achieve high standards of organisational performance

4.4.01 Widen the implementation of the Merit Customer Graeme Started 70% GH Feb 18. Merit upgrade has occurred and there has been more (GH Aug 17) - A Merit upgrade is planned for the near future before
Service request tracking system across the Harrison reporting on service requests and complaints. This information has training of staff more widely. Customer Service unit has been
organisation yet to be summarised for inclusion in the Finance & Performance shifted into the Rates & Information Services Department which
Monthly report. Problems still persist re systems and processes should see better connectivity with Merit as a key customer service
being in place to close the loop with the original customer. tool and tracking system.
Increasing our reporting will help to identify problem areas and
seek to make improvements in process and culture.

4.4.02 Develop an ICT Strategy for Council including GIS Kerrie Bell Started 10% KB Feb 18. Depleted staff resources have meant no progress.
capabilities Discussions underway to appt a consultant.
4.4.03 Develop a Management Strategy for Council’s Kerrie Bell Started 20% KB Feb 18. Greater analysis is required to cover broader principles
record and data management systems of Information ManagementGH Aug 16. The draft strategy has had
further revision and is nearing the stage of more broader circulation
for comment.
APPENDIX 10.2A
4.4.04 Embrace new technology in order to achieve Cameron Started 50% KB Feb 18. The recent appt of a Business & IT Analyst will result in
greater efficiencies and outcomes across the Gerlach the development of an IT Committee to guide, inform and review
organisation the procurement of IT. TOR being developed.
4.4.05 Maintain sister city relationships as a means of Graeme Started 60% GH Feb 18. No action to date. Visit from China scheduled for Feb 18
facilitating business, educational and cultural Harrison was cancelled. We really need to review the effectiveness of this
networks and exchanges program and whether the regional relationships as they are
currently, are appropriate.

4.4.06 Review the Name and Address Register (NAR) Kerrie Bell Not Started 5% KB Feb 18. Two quotes incl project scopes have been obtained and
database to create single name and address are being reviewed.
database
Page 12 of 15 13/02/2018 7:55 AM
4.4.07 Renew HRCC external website Graeme Started 80% GH Feb 18. Website project has been delayed through departure of (GH Aug 17) - Work has commenced on the new website and
Harrison Media & Comm's person who was leading the project. Project is content is being developed during Aug. Expected go live date is
back on track with an enthusiastic project team. Content and September/October 2017.
images are being finalised and testing of web page functionality is
in the final stages. Aiming for a "go-live" date of March 2018.

4.4.08 Manage the implementation of the major revision Graeme Not Started 0% GH Feb 18. Bill for new Local Government Act is out for community (GH Aug 17) - Director of Corporate Services has been involved
to the Local Government Act Harrison submissions until 16 March 18. State Government hope to get where possible. New Act is not expected to be in place until 2018 at
before parliament in July 2018. Implementation will be staged and the earliest.
will involve some significant changes for the governance of council.
Changes will need to be closely managed by the Corporate Services
team.

4.4.09 Review need for more HR resources Graeme Completed 100% GH Feb 18. A staff member has now been appointed to this roll and (GH Aug 17) - Have undertaken a review of the HR tasks across the
Harrison systems and processes are now being reviewed. Organisational Development Department in-conjunction with taking
on the delivery of HR services to West Wimmera Shire. A new full-
time HR position is currently being recruited for an initial 12 month
period until the West Wimmera shared service has been proven to
be a success.
4.4.10 Work with surrounding Shires to identify Graeme Started 25% GH Feb 18. A number of sharing arrangements are already in place (PB Jan 17) - Council has entered into a further consortium
opportunities for shared services Harrison with respect to library services, HR Services, Environmental Health arrangement for provision of GIS services with 5 Councils. Service
Officer backup and relief, GIS/ Community Map development and has commenced and is working well. A funding application to assist
collaborative bituminous contract. Work is also underway to look at the 5 Councils is about to be submitted.
a collaborative approach to our Building Regulatory services. A
grant has been received and a consultant appointed to look at
shared services across the 5 regional councils. This program will
hopefully identify a number of further opportunities and some
appropriate systems and processes that can be put in place to help
facilitate further co-opera.on of this kind.

APPENDIX 10.2A
4.4.11 Support training and programs relating to family Kevin O'Brien Started 80% KOB Feb 18. Act@Work Program completed with action plan being
violence and gender equality implemented. Listen, Lead and Learn project completed and actions
identified
4.4.12 Support cultural awareness training and programs Kevin O'Brien Started 90% KOB Feb 18. Majority of staff have completed cultural awareness
training
Page 13 of 15 13/02/2018 7:55 AM

5 - Natural and Built Environments
0.5.01 Update and promote our Sustainability Strategy by John Martin Not Started 0%
June 2018
0.5.02 Install solar panels on at least two Council buildings John Martin Completed 100% JM Feb 18. Solar panels have been installed on the Council Civic JM - Aug 17 - Completed at Civic Centre June 2017
by June 2018 Centre building and during construction of the new Children's Hub.
0.5.03 90% of planning permits issued within the 60 day Angela Murphy Started 50% AM Feb 18. Achieved 81% for first 6 months of 2017/18 year ( AM Aug 17. For 16/17 financial year, 60% of planning permits were
statutory period compared with regional ci.es 69% and rural councils 71%) issued in 60 days. Planning Officers have invested considerable time
preparing for the Iluka VCAT process, implementing a new
improved software system for planning applications, supporting
community groups and developers with information in pre-
application phases, and assisting with strategic planning projects
which has adversely impacted on percentage of issue of planning
permits within 60 days.
0.5.04 Complete at least one major strategic planning Angela Murphy Completed 100% AM Feb 18. WIFT Planning Scheme Amendment gazetted in AM Aug 17. Wimmera Intermodal Freight Terminal C64 Planning
review prior to 30 Jun 18 December 2017 Scheme Amendment underway with Panel Hearing on 11 August
2017.
5.1 Promote sustainability by encouraging sound environmental practice
5.1.01 Investigate opportunities for the use of Renewable John Martin Started 25% JM Feb 18. Further solar panels to be implemented second half of JM - Aug 17 - Aquatic centre completed. Not viable
energy for Council facilities including implementing financial year
a Biomass Boiler system at the Aquatic Centre and
Solar Panels where feasible on Council buildings and
facilities
5.1.02 Review Council’s Environment Sustainability Rhonda McNeil Started 70% RMc Feb 18. Preparation work done through LG energy saver RMcN Aug 17. Council are about to undertake the Local
Strategy and lead the community in program. Government Energy Saver program which will give us a full energy
environmentally sustainable practices to improve audit of our buildings on which we can review our actions. Funding
management of our natural environment from Sustainability Victoria

5.1.03 Develop a Climate Change Response Strategy for Rhonda McNeil Not Started 0%
APPENDIX 10.2A
Council operations
5.1.04 Support the Natimuk Community Energy Project Rhonda McNeil Started 10% GH Feb 18 - Receny small loan has been provided for the payment RMc Aug 17. We have regular meeting with the Natimuk Co-
of planning fees. Martin Bride is a council representative on the ordinator
project.
5.1.05 Establish a sustainability reserve for the ongoing Rhonda McNeil Started 5% GH Feb 18 - Sustainability reserve has been setup within the RMc Aug 17. This has been started with lighting projects at
funding of sustainability related projects. Graeme financial system and funds have been inluded from cash reserves Basketball stadium, civic centre and aquatic centre. Also funding
Harrison and savings from solar installations. Distribution of funding from used to provide solar at Kalkee Road children's Hub
the reserve will be guided by the sustainability strategy, grant
opportunities and LG Energy Saver program.
Page 14 of 15 13/02/2018 7:55 AM

5.1.06 Develop a Waste Management Strategy John Martin Started 75% JM Feb 18. Options package to be reviewed by Steering Committee JM - Aug 17 - Consultation process commenced. Due for completion
Feb 18 in readiness for engagement late 2017

5.1.07 Explore GWM recycled water use within the John Martin Not Started 0% JM Aug 16. Not started
community
5.1.08 Optimise use of water basins - capturing storm John Martin Not Started 0%
water
5.1.09 Investigate and support renewable energy John Martin Started 15% JM Feb 18. Several projects supported through planning processes,
opportunities throughout the municipalities solar and wind farms
5.1.10 Investigate options for shade at sporting facilities, Rhonda McNeil Started 10% RMc Aug 17. A number of grants have been submitted and some
recreational facilities and public spaces across the have been granted. Improved shade by a number of clubs at Dudley
municipality. Cornell, City oval and Sunnyside. Key areas develop project plans
are Skatepark, Fitness Track and Aquatic centre
5.2 Plan for rural and urban land use to create a sustainable municipality for the future
5.2.01 Complete the Horsham South Structure Plan John Martin Not Started 0%
Angela Murphy
5.2.02 Complete the Rural Land Use Strategy Lauren Coman Not Started 0% LC Feb 18. Not yet scoped. Requires resources to scope Strategic
Plan.
5.2.03 Complete the Public Open Space Strategy John Martin Not Started 0%
Angela Murphy
5.2.04 Complete the Wimmera River Corridor Strategy John Martin Started 50% JM Feb 18. Plan near ready for consultation
5.2.05 Review and further develop planning controls for Angela Murphy Started 66% AM Feb 18. No further update RN Aug 16. The State Government cancelled the funding program
heritage items through the completion of heritage for Heritage, so there was insufficient funding for this project. It
studies does not appear this funding has been provided in the 16/17 FY.
The budget lists it as “Referred”.
5.2.06 Encourage the upgrade of heritage facades on shop John Martin Started 10% JM Feb 18. Framework developed, near ready for implementation
APPENDIX 10.2A
fronts along key retail strips and investigate possible
contributions from Councils commercial property
reserve
5.2.07 Amend the Planning Scheme to implement the Angela Murphy Started 10% AM Feb 18. Working on tendering project AM Aug 17. Granted $60,000 in funding to support Planning Scheme
recommendations from flood investigations amendment for flood
Page 15 of 15 13/02/2018 7:55 AM

Finance & Performance Report - 31 December 2017
Financial Snapshot
Service Delivery $'000 Capital Spend vs Budget $'000
18,000
YTD Act YTD Bud FY Bud Revised Budget
21,000
15,000
KPI target 90% completion
12,000 18,000 Actuals 16/17
9,000
Actual 17/18
15,000
6,000
3,000 12,000
-
Council and CEO Corporate Services Community Services Technical Services Planning and Economic 9,000
Services
6,000
VARIANCES PREDICTED TO THE END OF FINACIAL YEAR
The finance department has reviewed all income and expenditure items in 17/18 financial year to determine
3,000
any major variances that will impact on the end of year result. Changes in income and expenditure greater
than $25,000 have been commented on below. Based on the movements that area currently known, there
will be minimal impact on the end of year cash surplus. -
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Major variances noted include: The Revised Budget includes carried forward of $3.7m & excludes WIFT development $2.09m
Income variances:
● Rates and municipal charge increased income from supplementary valuations of $50,000 from 207
property revaluations Initiatives Spend vs Budget $'000
● Grants Commission increased income $273,000 transferred to major capital reserves 1,600
● Decreased loan repayment income, completed in 16/17 financial year $40,000 1,400
● Town planning increased income $30,000 due to increased statutory fees Actual 17/18 Revised Budget
1,200
● School Crossing decreased grant $26,000
1,000
● Net decrease in parking revenue, due to less infringements and decreased meter revenue $98,000
resulting in less funds being transferred to CBD reserve. 800
● Increase in maternal and child health grant $45,000. 600
● Freight Hub increased throughput of $60,000 transferred to Freight Hub reserve. 400
200
Expenditure variances: -
● Costs of approx. $63,000 for ceo recruitment costs, offset by reductions of salaries in ceo department and Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
corporate services department.
Revised Budget excludes CBD Revitalisation ($1.6m) - (will be added in when grant is received)
APPENDIX 10.2B
● Increased net expenditure in animal control area $52,000 due to additional unbudgeted staffing in this
area.
● Savings in Tech Services salaries of $97,000 will compensate for overexpenditure in IT purchases $15k,
rural revegetation $40k and urban rd reseals $30k. Total Income vs Budget $'000
60,000
● Funding from accumulated surplus will cover additional expenditure on Anzac Pedestrian Bridge $107k,
Actual Budget
and Dooen rd upgrade and club infrastructure $138k.
50,000
● Anticipated decreased revenue at Horsham Livestock Exchange $20k will be offset by reduction in
operating expenses 40,000
● Public street lighting costs will increase by approx. $33k due to growth and higher charge rates.
● Contingency funding of $70,000 has not yet been utilised. 30,000
20,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
2018-06_Fin-Perf - ScoreCard Page 1 of 9 25/01/2018 8:50 AM

Overview
Overall Cash Budget Summary - $'000
Adopted Revised Budgets Actuals YTD
Operating Income Budget 17/18
Actuals Budget Budget YTD YTD Variance Variance Other Income
Business Activity 16/17 17/18 17/18 17/18 17/18 17/18 % Note 6%
Fees & Charges
Income Service Delivery -13,910 -12,737 -12,737 -7,088 -8,660 1,572 22.2% 1
13%
General Revenue -31,438 -29,175 -26,171 -24,431 -24,534 103 0.4%
Exclude -91 - - - - - 0.0%
Capital -9,407 -13,839 -15,366 -1,858 -2,558 700 37.7% 2
Initiatives -82 -1,728 -1,796 - -160 160 0.0% Rates
Projects -624 -460 -460 -384 -281 -103 -26.9% 50%
Reserves -136 -547 -547 - - - 0.0%

Income Total -55,688 -58,486 -57,077 -33,761 -36,192 2,431 7.2%
Grants
Expenditure Service Delivery 31,855 33,124 33,378 16,323 15,047 1,277 7.8% 3 31%
Financing 439 439 439 - 0 -0 0.0%
Capital 17,950 21,036 25,352 8,322 9,166 -843 -10.1% 4
Initiatives 467 2,195 2,950 762 281 481 63.1%
Projects 1,817 1,624 3,240 1,493 1,250 243 16.3%
Reserves 54 68 68 - - - 0.0% General Revenue Budget 17/18 $'000
Recharge Fees & Charges
Expenditure Total 52,581 58,485 65,427 26,901 25,744 1,157 4.3%
$60 $20
Grand Total -3,107 -1 8,350 -6,860 -10,448 3,588 52.3% Grants
$2,801
General Revenue - Details - $'000 Other Income
$571
Actuals Budget Budget YTD YTD Variance Variance
Sub Description 16/17 17/18 17/18 17/18 17/18 17/18 % Note
Rates Rates & Charges -22,084 -22,720 -22,720 -22,720 -22,760 40 0.2%
Grants Grants & Subsidies Recurrent -8,809 -5,805 -2,801 -1,400 -1,537 137 9.8%
Fees & Charges User Fees & Charges - -20 -20 -10 - -10 -100.0%
Other Income Cncl Contributions - -40 -40 -20 - -20 -100.0%
Interest & Investment Income -503 -530 -530 -251 -215 -36 -14.4%
Recharge Overhead Recovery -41 -60 -60 -30 -21 -9 -28.4% Rates
$22,720
Grand Total -31,438 -29,175 -26,171 -24,431 -24,534 103 0.4%
Comments:
1. Service Delivery income is in a favourable position YTD. Key variances include; ($450k) Stawell tyres (profit will be transfered to reserve), ($360k) delivering additional shows at the Performing Arts Centre.
APPENDIX 10.2B
2. Capital Income - ($195k) for the North Children's Hub, ($276k) VicRoads claim 2 for Polkemet road widening Quantong Rd Intersection & ($215k) for the sale of industrial land.
3. Service Delivery expenditure is underspent. Key variances are; $1 million waste management - rehabilitation of cell 1, waste cartage & EPA landfill levy
4. Capital Expenditure - A handful of projects have had a strong start of the year, lead by the North Children's Hub ($503k), plant replacement ($472k), landfill putrescible cell 2 ($535k) & road infrastucture ($464k)
This is partially ofset by a couple projects that have had delays in starting ($167k) Laharum Oval changerooms ($125k) depot relocation & ($721k) WIFT precinct.
2018-06_Fin-Perf - Overview Page 2 of 9 25/01/2018 8:50 AM

Service Delivery Expenditure
YTD YTD YTD Variance
Key variances: $'000 Budget Budget Actual Variance % Comments Corporate Services
1,400
Corporate Services 7,189 3,304 3,227 78 2.3%
YTD Act YTD Bud FY Bud
Management & Admin 1,400 738 687 51 6.9% 1,200
Financial Services 930 431 425 6 1.4%
Organisational Development 765 379 359 20 5.4% 1,000
Governance & Leadership 1,106 502 506 -4 -0.8%
Information & Technology 1,310 635 657 -22 -3.5% 800
Community Services 7,913 3,811 3,700 110 2.9%

600
Management & Admin 405 199 207 -8 -4.2%
$'000
Community Development 1,342 691 461 229 33.2% $97k Rural Disability Access, $41k Community Engagement 400
Early Years 715 330 285 45 13.6%
Library 741 287 269 18 6.4% 200
Performing Arts 1,549 770 1,057 -288 -37.4% Offset by increased income (see HTH report)
Visual Arts 616 294 262 32 10.8% -
Aged & Disability 2,192 1,064 987 77 7.2%
Planning & Economic Services 4,319 2,129 2,033 96 4.5%
Management & Admin 557 276 258 18 6.5%
Building Asset Management 476 268 285 -17 -6.3%
Building Services Regulatory 637 303 243 61 19.9% ESM inspections, determinations & documentation
Planning Services 580 173 204 -31 -17.8% Budget phasing of payments to Strategic Planner
Parking & Traffic Management 376 188 140 47 25.3% Combination of wages & meter maintenance
Animal Management 307 149 194 -45 -30.3% Additional staff allocation (from parking & traffic)
Economic Development 599 390 354 36 9.2%
Promotions & Tourism 662 318 308 10 3.1%
Community Services Planning & Economic

2,100 YTD Act YTD Bud FY Bud
YTD Act YTD Bud FY Bud 600
1,800
500
1,500
400
APPENDIX 10.2B
1,200
$'000
$'000
300
900
200
600
300 100
- -
Management & Community Health & Early Years Library Performing Arts Visual Arts Aged & Disability Management Building Asset Building Planning Community Parking & Animal Economic Promotions &
Admin Development Wellbeing & Admin Management Services Services Safety Traffic Management Development Tourism
Regulatory Management
2018-06_Fin-Perf - Service Page 3 of 9 25/01/2018 8:50 AM

Service Delivery Expenditure
Technical Services Funding Sources for Service Delivery
2,500 -6,750
YTD Act YTD Bud FY Bud YTD Act YTD Bud FY Bud
2,250 -6,000
2,000
-5,250
1,750
-4,500
1,500
-3,750
$'000
$'000
1,250
-3,000
1,000
-2,250
750
-1,500
500
-750
250
-
-
Fees & Charges Grants Other Income Waste Charge
Operations Management & Business Infrastructure - Infrastructure - Streetscape & Parks & Sports & Waste Natural Emergency
Management Admin Activities Urban Rural Public Gardens Recreation Management Resource Support
Conveniences Services Management
YTD YTD YTD Variance

Key variances: $'000 Budget Budget Actual Variance % Comments
Technical Services 17,636 8,573 7,337 1,236 14.4%
APPENDIX 10.2B
Operations Management 108 56 41 15 26.7% Combination of multiple low value variances
Management & Admin 2,198 1,082 960 123 11.3%
Business Activities 760 391 296 94 24.2% $50k livestock exchange (timing of payments), $30k private works
Infrastructure - Urban 1,487 705 762 -57 -8.0%
Infrastructure - Rural 2,480 1,215 1,389 -174 -14.3% Rural road maintenance is ahead of schedule
Streetscape & Public Conveniences 1,139 553 494 60 10.8%
Parks & Gardens 2,421 1,198 1,072 126 10.6%
Sports & Recreation 1,503 730 563 168 23.0% $118k aquatic centre (timing of payments), $50k other clubs & amenities
Waste Management Services 4,839 2,281 1,263 1,018 44.6% $430k rehabilitation of cell 1, $351 waste cartage, $125k EPA landfill levy
Natural Resource Management 297 166 328 -162 -97.5% Unbudgeted (grant funded) spend for the CCTV community crime prevention project
Emergency Support 389 195 168 28 14.2%
2018-06_Fin-Perf - Service Page 4 of 9 25/01/2018 8:50 AM

Capital
Capital Spend - New/Renew/Upgrade $'000 New Capital Spend by Asset Group $'000
$3,000
$14,000 YTD Actual YTD Budget FY Budget
$2,500
$12,000
$2,000
$10,000
$8,000 $1,500
$6,000 $1,000
$4,000 $500
$2,000 -
- Buildings Roads Other infrastructure Footpaths and Office furniture and Recreation, leisure
New Renew Upgrade cycleways equipment and community
YTD Actual $3,447 $5,065 $654 facilities
YTD Budget $3,739 $3,919 $664
New Works
FY Budget $7,876 $11,665 $3,055
Currently tracking to the YTD budget.
Comments: New Roads are behind forecast, delays have been caused while Council wait for announcement of a
The adopted full year capital budget was $18.280 million after carrying forward uncompleted works of $4.316 grant for the WIFT precinct ($2M). Due to this delay it is unlikely that any significant spend will occur
million gives a revised full year budget of $22,596 million. this financial year.
The following budgeted projects ($4.48 million) won't have significant spend this financial year;
$2M - WIFT Precinct Industrial Estate Development - grant dependant
$1M - Upgrade Kenny Rd transfer station facilities - grant application currently being lodged Renewal Spend by Asset Group $'000
$880k - Livestock Exchange roofing - awaiting funding opportunities
$4,500
$500k - CBD stage 2 footpaths - application has just been lodged YTD Actual YTD Budget FY Budget
$100k - Aerodrome land purchases - negotiations continuing $3,750
Carried Forward: $3,000

Of the 175 projects carried forward 37 have been complete, a further 54 have had financial activity.
21% of carried forward works had been completed as at the end of December. $2,250
$1,500
$750
Upgrade Spend by Asset Group $'000 Upgrade works
APPENDIX 10.2B
Upgrade works currently on track -
$1,000 Roads Buildings Plant, machinery Waste Road Bridges Footpaths and Office furniture
YTD Actual and equipment management cycleways and equipment
$800
YTD Budget Renewal works
$600 Excellent effort from the road construction team who are financially ahead of schedule.
FY Budget Early than budgeted delivery of two pieces of major plant (grader & truck).
$400
The reserve funded renewal for waste management (putrescible cell 2) has over spent budget. This is driven by
$200 the additional consulting cost to address new EPA requirements, as well as the budget being set prior to the
contract to build the cell being awarded.
-
Waste Roads Buildings Footpaths and
management cycleways
2018-06_Fin-Perf - Capital Page 5 of 9 25/01/2018 8:50 AM

Initiatives & Projects
Funding Streams for Operational Initiatives $'000 Comments:
Other Gransts Initiatives are one off projects that are outside of normal service delivery business
740
Carry Forward
activities & usually run for one financial year.
520
Funding sources this year include funding from cash reserves held ($0.34m), one major
grant for CBD Revitalisation ($1.065m), General Revenue ($0.28m), carry forward
($0.52) and other grants of ($0.74m).
General Revenue
281
CBD Revitalisation
Grant Reserves
1,065 344
Initiatives with Revised FY Budget greater than $40,000 - $'000

Comments:
WO Description Budget Budget YTD YTD Variance
A fair few initiatives are to do with new studies, strategies & plans, of which some
Corporate Services Civic Centre Refurbishment Detailed Design - 40 13 12 2 are yet to commence.
Community Services Youth Strategy 40 40 40 - 40
Health Manager Data Base 40 40 40 - 40 There are 44 initiatives less that $40k that combined have a full year revised
Horsham South Structure Plan
Planning and Economic Services - 120 30 - 30 budget of $616k & YTD underspend of $228k. ($72k strategies & reviews, $22k
Economic Development Strategy - 85 85 61 24 surveys & audits, $78k software/hardware improvements)
ESM Initial Determinations and Documents by Contractor - 48 24 - 24
ESM Compliance Works 20 44 22 8 14 There are 24 initiatives that planning has commenced but they haven't financially
Asbestos Auditing Additional 17/18 40 40 40 57 -17 started that were forecast to have had some expenditure by YTD December.
Technical Services CBD Revitalisation relocate powerlines underground 1,600 1,600 - - -
Town Entrances Streetscape Refurbishment 30 67 23 5 18 Learning for future budget phasing is to phase according to expected payment
Hazardous Tree Removal 20 60 60 13 47 milestones and not project delivery. Project managers need to consider carefully
when payments are expected to occur.
Road Clearances Tree Clearing/Pruning 60 60 30 9 21
Livestock Exchange Detailed Design Roofing Selling Area 50 50 1 - 1
Stormwater Drainage Condition Audit 40 40 10 - 10
Other Initiatives Initiatives less then $40,000 budget 255 616 344 116 228
APPENDIX 10.2B
Grand Total 2,195 2,950 762 281 481
Non-operational Initiatives - Special

Revised Budgets Actuals YTD Comments:
Budget YTD YTD Variance
WO Description $'000 $'000 $'000 $'000
Income Grampians Peak Trail Parks Victoria expenditure -3,068 - - -
Expenditure Grampians Peak Trail Parks Victoria expenditure 3,068 - - -
Grand Total - - - -
2018-06_Fin-Perf - Initiatives Page 6 of 9 25/01/2018 8:50 AM

Contract Variations, New Contracts & Exemptions from Procurement
Contract Variations [Accepted Under Instrument Of Delegation] - (GST exclusive)
Item Date Delegated

No Contract No Approved Officer Contract Description Contractor Description of Variation Addition Deduction
1 17/004 12/12/2017 S Newall Kalkee Road Childrens Hub Locks Construction Replace globes $831
17/004 18/12/2017 S Newall Kalkee Road Childrens Hub Locks Construction Irrigation PC adjustment $3,145
17/004 20/12/2017 S Newall Kalkee Road Childrens Hub Locks Construction Additional powerpoints in Kinder Room $792
17/004 20/12/2017 S Newall Kalkee Road Childrens Hub Locks Construction MCH Data points rewired $2,728
17/004 18/12/2017 S Newall Kalkee Road Childrens Hub Locks Construction Door handle adjustment $649
17/004 7/12/2017 S Newall Kalkee Road Childrens Hub Locks Construction Additional diswasher supply and installation $1,865
2 16/025B 15/12/2017 S Miatke PAC, Art Gallery and Wesley Cleaning Woodys Cleaning Additional Cleans $2,119
New Contracts Signed off by the Chief Executive or Council - (GST exclusive)
Item Date Required

No Contract No Approved Signatories Contract Description Contractor Expense Revenue
1 18/004 19/10/2017 CEO Only Reconstruction of Kalimna Ave, Natimuk Rd to Tina Ave Midbrook Pty Ltd $267,416
2 18/004 19/10/2017 CEO Only Reconstruction of Dallar Ave Midbrook Pty Ltd $388,919
3 17/013K 7/11/2017 CEO Only Provision of professional consultancy services, investigation design & reporting James Milne Pty Ltd
4 17/013Q 12/12/2017 CEO Only Provision of professional consultancy services, investigation design & reporting Meinhardt Infrastructure & Environment P/L
5 17/013M 7/11/2017 CEO Only Provision of professional consultancy services, investigation design & reporting TTM Consulting (Vic) P/L
6 17/013G 7/11/2017 CEO Only Provision of professional consultancy services, investigation design & reporting Tonkin Consulting
7 17/013O 7/11/2017 CEO Only Provision of professional consultancy services, investigation design & reporting Koukourou P/L
8 17/013J 12/12/2017 CEO Only Provision of professional consultancy services, investigation design & reporting Engeny Management P/L
9 17/013 7/11/2017 CEO Only Provision of professional consultancy services, investigation design & reporting GHD P/L
10 19/12/2017 CEO Only Wimmera River frontage licence - Southbank Horsham
11 17/013A 7/11/2017 CEO Only Provision of professional consultancy services, investigation design & reporting Water Technology
12 17/034A 2/01/2018 CEO Only Annual supply of quarry & road making materials Conundrum Holdings P/L
13 17/034E 2/01/2018 CEO Only Annual supply of quarry & road making materials Moree Quarries P/L
14 18/010 20/12/2017 CEO Only Reconstruction of Kooyong St, Horsham MF & JL Willmore P/L $234,730
15 18/013 11/12/2017 CEO Only Restoration of flood damaged assets (package 1 of 3) J & KD Earthmoving (T/A Grampians Excavation & Soil Yard) $1,088,632
16 17/034C 2/01/2018 CEO Only Annual supply of quarry & road making materials Horsham Excavations & Demolition P/L
APPENDIX 10.2B
Exemptions from Procurement - (GST exclusive)
Item Purchase Date Delegated

No Order No Approved Officer Reason Exemption Description Supplier Expense
1 201130 18/12/2017 B. Ellis Additional Essential Safety Measure Inspections Sole source of service MBS Services Australia $16,455
2 201148 20/12/2017 J. Leslie New design software for Tech Services Sole source of service Civic Survey Solutions $20,991
3 201153 20/12/2017 J. Leslie Anzac Centenary Pedestrian Bridge, corrosion protection Sole source of service Corrosion Control Engineering $13,800
5 201109 15/12/2017 G. Harrison Architectural and Interior Design Services * Smith And Tracey Architects $11,527
6 200948 4/12/2017 C. Gerlach Supply & mount new server State Procurement Victoria Globalone Pty Ltd $43,730
* The officer has recently sought quotations from suppliers for a similar projects and can validate that the source of supply will provide best value for money, & is certain that
obtaining quotes would not be cost effective.
2018-06_Fin-Perf - Contracts Page 7 of 9 25/01/2018 8:50 AM

Investments & Loans
Investment Levels $'000 Principal Repayments & Interest Payments by Year $'000
35,000 1,200
2017/18 2016/17 2015/16 Principal Repayment Interest Payment
30,000 1,000
25,000
800
20,000
600
15,000
400
10,000
200
5,000
- -
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
forecast
Interest
Rate
11 a.m. Investment 1.25%
7 Term Deposits 1.64% - 2.51% Ranging 15 Days to 196 Days
Last investment 1.64% 15 Days 18/12/2017 to 02/01/2018
Breakout of Loans Outstanding Value of Loans Outstanding at Year End $'000

Interest Original Outstanding Year End No. of
8,000
Purpose Rate Principal at 30 Jun 17 Start Date Date Years
Horsham Regional Livestock Exchange 3.59% 400,000 57,618 01 Jun 99 01 Jun 19 20 P&I 7,000
Aquatic Centre 6.44% 2,195,000 803,155 16 Jun 06 01 Jun 22 15 P&I
Drainage Works 7.46% 140,000 - 25 Jun 07 01 Jun 17 10 P&I 6,000
City Oval Lighting 7.88% 250,000 96,107 29 Jun 10 01 Jun 20 10 P&I
5,000
Unfunded Defined Superannuation 7.57% 500,000 244,935 20 Jun 11 01 Jun 21 10 P&I
APPENDIX 10.2B
Drainage Works 7.57% 200,000 97,974 20 Jun 11 01 Jun 21 10 P&I 4,000
Aerodrome Runway 7.57% 300,000 146,961 20 Jun 11 01 Jun 21 10 P&I
Drainage Works 5.73% 500,000 285,336 20 Jun 12 01 Jun 22 10 P&I 3,000
Wimmera Intermodal Freight Hub 5.73% 500,000 285,336 20 Jun 12 01 Jun 22 10 P&I
2,000
Anzac Pedestrian Bridge 3.97% 500,000 500,000 23 Jun 16 01 Jun 26 10 I
Horsham North Children's Hub 3.97% 100,000 100,000 23 Jun 16 01 Jun 26 10 I 1,000
City Oval Clubroom Purchase 3.97% 230,000 230,000 23 Jun 16 01 Jun 26 10 I
Horsham Town Hall Refurbishment 3.97% 3,475,000 3,475,000 23 Jun 16 01 Jun 26 10 I -
2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Proposed 17/18 North Childrens Precinct 4.00% 759,000 759,000 23 Jun 18 01 Jun 28 10 I forecast
2018-06_Fin-Perf - Invest-Loans Page 8 of 9 25/01/2018 8:50 AM

Grants
Application Status of Non-Recurrent Grant Projects included in 17/18 Council Budget
Total Grant Other Possible funding
Project Sponsor Project Request Council Sources source Status Comments
Livestock Exchange - RFID equipment Moir, R 400,000 400,000 DEDJTR Application successful Application successful. Grant allocation of $379,883 (exc GST)
CBD Revitalisation - Stage 1 Improved Urban Design Martin, J 3,250,000 1,625,000 1,625,000 Department of Application lodged Application lodged with Better Building Regions Fund Round 2 -
Infrastructure 19/12/2017
NO CHANGE BETWEEN REPORTS

Wimmera Events Centre - Strategic Master Plan Field Days 45,000 30,000 15,000 RDV Design & scoping Scope requires more detail - No state government funding currently
required available for Master Plans
Relocation of Depot - feasibility and design Martin, J 100,000 30,000 70,000 Not identified Design & scoping No grants currently available
required
Aquatic Centre - Solar panels McNeil, R 155,000 154,614 386 Federal Rebate Design & scoping Identified STC/LTC rebate available.
required
Horsham North Outdoor Community Multi Sports Court McNeil, R 149,000 70,000 79,000 RDV Design & scoping Project on hold due to land use / ownership issues along the rail
required corridor
Racecourse fitness station shade sails McNeil, R 32,000 16,000 16,000 Not identified Design and Scoping Requires project scoping and suitable funding program
required
Livestock Exchange - Roofing selling area Moir, R 880,000 700,000 180,000 Not identified Design and Scoping Full design and costing required following completion of the Livestock
required exchange Master Plan
Transfer station improvements Martin, J 1,000,000 500,000 500,000 Sustainability Application ready Application being prepared for the Resource Recovery Infrastructure
Victoria Grants program - to be lodged by 12/1/2018
Aquatic Centre - Outdoor pool shade McNeil, R 40,000 36,000 4,000 DHS Application ready Master Plan complete and project ready for future application when
suitable funding program is available
SUCCESSFUL APPLICATIONS
WIFT - Industrial Estate Martin, J 2,495,208 1,245,208 1,250,000 RDV Application successful Fund application lodged 22/11/2016. Application approved May 2017
CCTV Infrastructure - Stage 2 Duke, M 280,000 250,000 30,000 Department of Application successful Application successful 15/12/2016. Project works commenced
Justice
Laharum Precinct Development - Changerooms McNeil, R 650,000 100,000 400,000 150,000 SRV Application successful SRV grant of $100,000 approved. Project proceeding
APPENDIX 10.2B
Kalkee Road Children's & Community Hub O'Brien 2,150,000 1,650,000 500,000 Multiple Application successful Construction underway, project due for completion Jan 2018
UNSUCCESSFUL APPLICATIONS
Horsham Motorcycle Club Infrastructure upgrade Martin, J 529,533 275,000 55,390 199,143 RDV Application Tourism Demand Driver Infrastructure Fund application unsuccessful.
unsuccessful Lodge project proposal with RDV in March 2017 - full application
lodged 30/5/2017.
RDV advised application unsuccessful in November 2017.
2018-06_Fin-Perf - Grants Page 9 of 9 25/01/2018 8:50 AM

APPENDIX 10.3A
APPENDIX 10.3A
APPENDIX 10.3A
APPENDIX 10.3A
APPENDIX 10.3A
APPENDIX 10.3A
APPENDIX 10.3A
HORSHAM
ECONOMIC DEVELOPMENT STRATEGY
2017 - 2021
APPENDIX 10.3B
STRATEGY REPORT | FEBRUARY 2018
Urban Enterprise
Urban Planning, Land Economics, Tourism Planning & Industry Software
389 St Georges Rd, Fitzroy North, VIC 3068
(03) 9482 3888
www.urbanenterprise.com.au
© Copyright, Urban Enterprise Pty Ltd, 2018
This work is copyright. Apart from any uses permitted under Copyright Act 1963, no part may be
reproduced without written permission of Urban Enterprise Pty Ltd.
VERSION: 1
DISCLAIMER
APPENDIX 10.3B
Neither Urban Enterprise Pty. Ltd. nor any member or employee of Urban Enterprise Pty. Ltd. takes
responsibility in any way whatsoever to any person or organisation (other than that for which this report has
been prepared) in respect of the information set out in this report, including any errors or omissions therein.
In the course of our preparation of this report, projections have been prepared on the basis of assumptions
and methodology which have been described in the report. It is possible that some of the assumptions
underlying the projections may change. Nevertheless, the professional judgement of the members and
employees of Urban Enterprise Pty. Ltd. have been applied in making these assumptions, such that they
constitute an understandable basis for estimates and projections. Beyond this, to the extent that the
assumptions do not materialise, the estimates and projections of achievable results may vary.
CONTENTS
1. INTRODUCTION 2 7.3. CONSIDERATIONS 19
1.1. BACKGROUND 2 7.4. PRIMARY INDUSTRIES: STRATEGIES AND ACTIONS 21
1.2. APPROACH 2 8. THEME 3: A VIBRANT CENTRAL ACTIVITY DISTRICT 24
PART A. ECONOMIC PROFILE 6 8.1. OBJECTIVE 24
2. POLICY AND STRATEGIC CONTEXT 7 8.2. OVERVIEW 24
3. DEMOGRAPHICS 8
8.3. CONSIDERATIONS 25
4. ECONOMIC PROFILE 9
8.4. A VIBRANT CENTRAL ACTIVITY DISTRICT: STRATEGIES AND ACTIONS 27
4.1. OVERVIEW 9
9. THEME 4: PUBLIC SECTOR INDUSTRY 30
4.2. KEY ECONOMIC INDICATORS 9
9.1. OBJECTIVE 30
4.3. INDUSTRY OVERVIEW 10
9.2. OVERVIEW 30
PART B. STRATEGIC FRAMEWORK 11
5. ECONOMIC DEVELOPMENT FRAMEWORK 12
9.4. PUBLIC SECTOR INDUSTRY: STRATEGIES AND ACTIONS 32
5.1. VISION 12
10. THEME 5: DESTINATION HORSHAM 34
5.2. KEY THEMES 12
10.1. OBJECTIVE 34
6. THEME 1: BEST PRACTICE IN ECONOMIC DEVELOPMENT 13
10.2. OVERVIEW 34
6.1. OBJECTIVE 13
6.2. OVERVIEW 13
10.4. DESTINATION HORSHAM: STRATEGIES AND ACTIONS 38
11. THEME 6: ECONOMIC INFRASTRUCTURE 42
APPENDIX 10.3B
6.4. BEST PRACTICE ECONOMIC DEVELOPMENT: STRATEGIES AND ACTIONS
15 11.1. OBJECTIVE 42
7. THEME 2: PRIMARY INDUSTRIES 18 11.2. OVERVIEW 42
7.1. OBJECTIVE 18 11.3. CONSIDERATIONS 43
7.2. OVERVIEW 18 11.4. ECONOMIC INFRASTRUCTURE: STRATEGIES AND ACTIONS 46

ACKNOWLEDGMENTS
Urban Enterprise would like to acknowledge the NEIS – New Enterprise Incentive Scheme
GLOSSARY OF TERMS
contributions made by Horsham Rural City Council,
NVS – National Visitor Survey
businesses and residents for attending consultation Domestic day trip visitor - Those who travel for a
sessions and providing input through surveys. PAO – Public Acquisition overlay round trip distance of at least 50 kilometres, are away
RDV – Regional Development Victoria from home for at least 4 hours, and who do not spend
ACRONYMS a night away from home as part of their travel. Same
SEIFA – Socio Economic Index for Areas day travel as part of overnight travel is excluded.
ABARES – Australian Bureau of Agricultural and
Resource Economics and Sciences SPPF – State Planning Policy Framework Domestic overnight visitor - People aged 15 years
TRA – Tourism Research Australia and over who undertake an overnight trip of one night
ABS – Australian Bureau of Statistics
or more and at least 40 kilometres away from home
ALOS – Average Length of Stay TSA – Tourism Satellite Account are referred to as overnight visitors. Only those trips
UDP – Urban Development Program where the respondent is away from home for less
ANZSIC – Australia New Zealand Standard Industry
than 12 months are in scope of the NVS.
Classification VIF – Victoria In Future
International visitor - A person is defined as an
CAD – Central Activity District WDA – Wimmera Development Association international visitor to Australia if they are currently a
CRMS – Client Relationship Management System WIFT – Wimmera Intermodal Freight Terminal resident overseas, have been in Australia for less
EDS – Economic Development Strategy than one year and are aged 15 years or over.
WSMR – Wimmera Southern Mallee Region
EDU – Economic Development Unit Short Term – Refers to the indicative timeframe to
undertake actions, detailed in the Strategy. 1 to 2
FTE – Full Time Equivalent years
GRP – Gross Regional Product Medium Term – Refers to the indicative timeframe
HRCC – Horsham Rural City Council to undertake actions, detailed in the Strategy. 2 to 3
years
IVS – International Visitor Survey
APPENDIX 10.3B
Long Term – Refers to the indicative timeframe to
LGA – Local Government Area undertake actions, detailed in the Strategy. 3 to 5
LPPF – Local Planning Policy Framework years.
MSS – Municipal Strategic Statement

NCE – Natimuk Community Energy
URBAN ENTERPRISE 1
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1. INTRODUCTION
1.1. BACKGROUND 1.2. APPROACH

The aim of the Horsham Economic Development Strategy is to strengthen, enhance This Strategy Report was developed following the preparation of a Background
and further diversify the existing economic, tourism and industrial base in Horsham Discussion Paper, which underpins and informs future directions identified in this
Rural City through a strategic and collaborative approach, which leads to sustainable Strategy.
growth that improves the wealth and wellbeing of the community.
The approach and methodology adopted for the Horsham Rural City Economic
This Strategy has been prepared by Urban Enterprise on behalf of Horsham Rural City Development Strategy is provided in Table 1.
Council.
Each year through the life of this strategy an annual action plan will be developed and
This document is presented in two parts: will include provision for regular monitoring and reporting.
Part A Economic Profile: Provides key economic data which highlights the attributes
of Horsham’s economy and demographic trends.
Annually a review of achievements against the actions from the action plan will be
Part B Future Directions: Provides the framework to guide implementation of the undertaken in conjunction with business sentiment, stakeholder and visitor surveys
Strategy, including a vision, themes, strategies and actions for economic to provide a holistic snapshot. A review of the Economic Development strategy will
development over the next five years (2017 to 2021). also take place to ensure changes to other strategies, policies and significant
developments are captured.
Locational and township context plans are provided on pages 4 and 5.
Collectively the surveys, reviewed strategy and action plan reports will be used to
inform the development of the next annual action plan in close consultation with key
stakeholders.
APPENDIX 10.3B
HORSHAM ECONOMIC DEVELOPMENT STRATEGY
2 HORSHAM RURAL CITY COUNCIL
TABLE 1 APPROACH AND METHODOLOGY
Strategy and Policy Context A comprehensive review of existing literature pertaining to Horsham Rural City and the Wimmera Southern Mallee’s economy, which
includes existing objectives and strategies for promoting economic growth in the region.
Economic and Demographic Research and An assessment of Horsham Rural City and Wimmera Southern Mallee’s economy using key indicators such as Gross Regional
Analysis Product (GRP), output, regional exports and employment.
This stage also includes a profile of Horsham’s resident demographic including historical & future population growth, age profile,
level of disadvantage, housing, income and occupation.
The Visitor Economy Assessment of domestic and international visitation to the Council area including the identification of key visitor markets (travel
groups, age profile, length of stay, activities undertaken and visitor origin).
This stage provides an overview of the local and regional tourism strengths and identifies certain gaps in tourism product and
development.
Consultation A thorough consultation process included a series of workshops, one-on-one meetings and online surveys to engage stakeholders.
Industry representatives, local businesses, referral authorities, Council staff and Councillors, and the community were consulted as
part of this project.
Background Discussion Paper The preparation of a Background Discussion Paper, which includes all background research and analysis identified above.
APPENDIX 10.3B
URBAN ENTERPRISE 3
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Horsham Rural City
Locational Context Little Desert
Council Boundary
wy
ty H
Hen
Wes
Wimmera Hwy
Major Highways
tern
Hwy
Longerenong
Wimmera River Natimuk Lake
Wimmera Hwy Horsham
Nature Based Assets Mount Arapiles Natimuk Taylors Lake
Dock Lake
Tooan State Park
Pine Lake
Green Lake
We
Lakes ste
rn
Hw
y
wy
ty H
Hen
Note: Map is indicative only
Mt Zero
Jilpanger Nature
Conservation
Reserve
Lake Toolondo
APPENDIX 10.3B
Wartook
Black Range
State Park
Grampians National Park

WIFT Precinct
Horsham Township
Economic Assets
Longerenong
Economic Assets College
Aerodrome
Central Activity District
Major Highways
Blue Ribbon Rd
Wimmera River
y
Hw
nty
He
We
ste
rn
Hw
y
Federation Uni
Health
Racecourse Precinct
CAD
Hwy
mera
Wim
Enterprise Industrial
APPENDIX 10.3B
Estate
Golf Course Rd
Industrial Area
We
ste
rn
Hw
y
y
Hw
nty
He
Burnt Creek
Industrial Estate
This section provides an overview of the key trends and issues
facing Horsham’s economy including:
»» Demographic trends;
»» Horsham’s economic role; and
»» Overview of local economic drivers and key industry sectors.
A complete assessment of Horsham’s Economic and Demogaphic

Profile is detailed in the Background Discussion Paper
PART A:
APPENDIX 10.3B
ECONOMIC PROFILE
2. POLICY AND STRATEGIC CONTEXT
The Horsham Rural City Economic Development Strategy builds on existing research, • Support Horsham’s role as a major service centre for the broader Wimmera
strategy and policy documents. Some of the key documents which have been region.
reviewed to inform the Economic Development Strategy include: • Continue to develop Horsham’s Central Activity District (CAD) to create a vibrant
• State Planning Policy Framework; hub for residents, workers and visitors.
• Local Planning Policy Framework; • Support the community through the provision of infrastructure and services.
• Wimmera Southern Mallee Regional Growth Plan; • Capitalise on the region’s water security provided by the Wimmera-Mallee
Pipeline, and facilitate new business and investment opportunities.
• Wimmera Development Association Strategic Plan 2016 – 2020;
• Continue to foster development in the renewable energy sector.
• Regional Development Focus, Regional Development Victoria;
• Support and protect the Agriculture industry and recognise its importance as a
• Wimmera Southern Mallee Mining Sector Plan;
key sector in the Wimmera.
• Horsham Rail Corridor Master Plan;
• Diversify the Agriculture industry through value-adding, new commodities,
• Victorian Visitor Economy Strategy; specialist services, research and education, innovation and mechanisations, and
• Victoria’s 2020 Tourism; and transport network efficiencies.
• HRCC Tourism Master Plan. • Facilitate and encourage the development of the Mining sector (mineral sands).
Based on the review of local and regional strategy and policy, the priority objectives • Attract investment and facilitate development in the Tourism industry.
for economic development in Horsham and the broader Wimmera Southern Mallee Specifically, aim to attract a greater number of domestic and international
are focussed around supporting major industry such as Agriculture and visitors, and increase the average length of stay.
Manufacturing, improving liveability, and providing opportunities for all members of • Ensure the long-term prosperity of operations at the Wimmera Intermodal
the community, fostering growth opportunities in new and emerging industries and Freight Terminal (WIFT) Precinct through infrastructure and service
attracting business, investment, residents and visitors. development.
There is also an objective to further diversify the local economy to create greater • Encourage and facilitate industrial activity in allocated industrial areas and
resilience. Horsham’s role as a regional City in the broader Wimmera sees it well- ensure they are well serviced by infrastructure.
placed to accommodate growth in public service industries such as health and • Facilitate further development at the Horsham aerodrome for aviation related
APPENDIX 10.3B
education, as well as industries that develop more organically through an increase in activities.
population and activity such as retail, food and accommodation services, • Encourage ongoing relationships with Regional Partners.
entertainment and recreation, construction and professional services.
• Support retail sector.
Drawing on existing policy and strategy, the key strategic economic development • Support and promote Horsham Town Hall and Regional Art Gallery and other
opportunities identified for Horsham Rural City include: cultural offerings.
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3. DEMOGRAPHICS
Horsham Rural City’s population is growing at approximately 0.7% per annum. Between 2006 and 2016 the resident population
POPULATION
increased from 18,498 to 19,887 (+7.5%).
This is moderate population growth when compared to Regional Victoria. Over the same period, Regional Victoria’s population grew
by approximately 12%.
Between 2016 and 2031, the population of Horsham Rural City is forecast to increase by 0.6% per annum, reaching a total population
of approximately 21,800 by 2031.
Between 2006 and 2016, the population of the Wimmera Southern Mallee decreased from 48,441 to 47,156, which translates to a
decrease of 2.7%. The population is forecast to decrease by a further 2.8% by 2031. It can be concluded that a proportion of the
population in the WSMR are moving to HRCC.
Horsham Rural City’s resident population is living longer. Between 2016 and 2031, the proportion of residents aged over 65 years is
AGE STRUCTURE expected to increase significantly in HRCC. The proportion of residents aged between 70 and 74 years are expected to increase by
41%, 75 to 79 years (+35%), 80 to 84 years (+32%) and over 85 years (+20%).
The expected increase in older residents will generate greater demand for health care and medical services in Horsham.
The most common family composition in HRCC is couple families without children (43%) and couple families with children (40%).
HOUSEHOLD COMPOSITION
89% of dwellings are occupied with the most common dwelling structure a separate house (88%), followed by a flat, unit or apartment
(7%).
As at 2015, the median house price in Horsham was $240,000, which is considerably less than Victoria ($490,000) and Regional
HOUSING AFFORDABILITY Victoria ($307,500).
In the ten year period, 2006 to 2015, Horsham’s median price increased by 41%, which is comparable to Regional Victoria (40%), but
less than Victoria (63%).
APPENDIX 10.3B
SEIFA (Socio-Economic Indexes for Areas) describes the relative level of socio-economic disadvantage in an area. Advantage is
LEVEL OF DISADVANTAGE (SEIFA) defined in terms of access to material and social resources and ability to participate in society. Australia’s index is set up so that
lower numbers are more disadvantaged, and higher numbers are less disadvantaged.
Horsham Rural City has a SEIFA score of 987, which ranks 45th most advantaged in Victoria (out of 80). In Regional Victoria, Horsham
is ranked 18th most advantaged (out of 47 LGA’s). Significant pocket of disadvantage in Horsham North (1st decile ranking)

4. ECONOMIC PROFILE
4.1. OVERVIEW 4.2. KEY ECONOMIC INDICATORS

Horsham Rural City’s economy is largely driven by:
• Agriculture; both dry land broadacre farming (grain and pulse production) and Horsham Rural City Victoria
livestock grazing;
• Manufacturing; specifically, food products, metal products and transport
equipment and parts; GROSS REGIONAL PRODUCT (GRP) $1.2 Billion $374 Billion
• Construction;
• Public sector industries including Health, Education and Public Administration
ECONOMIC OUTPUT $2.3 Billion $798 Billion
and Safety; and
• Retail and services; drawing on Horsham’s role as the Wimmera’s key
commercial centre, Horsham employs a substantial number of retail and service
EMPLOYMENT 8,419 Jobs 2.4m Jobs
sector workers.
HRCC has an unemployment rate of approximately 4%, and has experienced total
employment growth of 2% between 2006 and 2016. Industry sector’s that REGIONAL EXPORTS $708 Million $121 Billion
experienced the highest growth in employment in that time are Health Care and Social
Assistance (+23%), Accommodation & Food Services (+11%), Electricity, Gas, Rental
& Hiring (+8%) and Manufacturing (+8%). $548 Million $135 Billion
REGIONAL IMPORTS
Industry sectors that experienced a decline in employment between 2006 and 2016
include Rental, Hiring & Real Estate Services (-14%), Agriculture (-13%), Financial &
Insurance Services (-9%), Professional & Scientific Services and Retail (-5%). WAGES & SALARIES $574 Million $185 Billion
APPENDIX 10.3B
Due to Horsham’s role as a major industry service centre for the Wimmera Southern
Mallee region, job containment is high at 94%, meaning the vast majority of residents
are employed within the municipality.
URBAN ENTERPRISE 9
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4.3. INDUSTRY OVERVIEW
EMPLOYMENT WAGES AND LOCAL SALES REGIONAL LOCAL EXPENDITURE REGIONAL VALUE-ADDED
INDUSTRY SECTOR OUTPUT ($M)
(JOBS) SALARIES ($M) ($M) EXPORTS ($M) ($M) IMPORTS ($M) ($M)
Manufacturing $321.4 449 $39.4 $100.2 $163.8 $78.1 $181.1 $62.3
Construction $282.1 578 $46.2 $96.2 $52.4 $134.3 $59.5 $88.3
Rental, Hiring & Real Estate Services $219.9 78 $6.2 $32.3 $2.1 $39.8 $20.3 $159.7
Agriculture, Forestry & Fishing $180.0 735 $13.9 $32.8 $136.4 $69.1 $43.6 $67.3
Health Care & Social Assistance $162.5 1,417 $98.1 $2.1 $47.5 $26.7 $19.0 $116.8
Electricity, Gas, Water & Waste Services $138.4 193 $21.2 $36.3 $83.6 $44.6 $15.9 $77.8
Wholesale Trade $135.8 368 $40.3 $50.9 $33.3 $40.8 $29.7 $65.4
Retail Trade $127.2 1,162 $50.0 $18.9 $26.1 $30.0 $19.2 $78.0
Financial & Insurance Services $117.5 192 $26.3 $66.3 $14.2 $22.4 $16.2 $78.9
Public Administration & Safety $109.1 544 $53.0 $11.1 $27.3 $26.8 $18.7 $63.6
Transport, Postal & Warehousing $95.0 332 $21.8 $47.6 $20.8 $32.6 $18.8 $43.5
Accommodation & Food Services $80.4 588 $21.8 $11.9 $22.0 $17.8 $28.5 $34.1
Professional, Scientific & Technical Services $74.5 285 $24.1 $60.0 $5.3 $23.1 $16.8 $34.6
Education & Training $65.6 558 $43.7 $1.6 $3.1 $9.7 $6.0 $49.9
Administrative & Support Services $64.2 207 $30.8 $45.0 $12.9 $17.9 $12.2 $34.1
Other Services $58.5 439 $20.6 $17.3 $15.9 $16.9 $11.8 $29.8
Information Media & Telecommunications $49.1 102 $8.3 $22.5 $11.6 $11.2 $16.4 $21.4
Mining $31.4 35 $3.9 $1.6 $28.5 $9.2 $10.5 $11.7
APPENDIX 10.3B
Arts & Recreation Services $17.2 95 $3.9 $3.2 $1.0 $6.8 $4.2 $6.2
TOTAL $2,329.8 8,357 $573.5 $657.8 $707.8 $657.8 $548.4 $1,123.4
Source: Horsham Rural City Council, Remplan Economy 2017

PART B:
STRATEGIC FRAMEWORK
This section outlines the strategies and actions to guide economic
development in Horsham Rural City over the next five years (2017 - 2021).
APPENDIX 10.3B
5. ECONOMIC DEVELOPMENT FRAMEWORK
5.1. VISION 5.2. KEY THEMES
Best Practice in Horsham Rural City will be a leader in economic development

THEME 1 Economic practices and embed a proactive open for business attitude across the
Horsham Rural City will actively engage and
Development organisation
support its existing business base and
continue to improve the wealth and wellbeing Horsham Rural City and its partners will continue to facilitate growth
of its residents. THEME 2 Primary Industries in primary industries including agriculture, processing, mining and
The City will build on its strong economic base, renewable energy
whilst diversifying the economy through
facilitating investment and business attraction Horsham Central Activity District will continue to develop into a vibrant
in existing and emerging industry sectors. hub which supports services for Wimmera residents and visitors. The
A Vibrant Central
THEME 3 Central Activity District will become increasingly attractive for the
Activity District
services sector, professional and creative businesses and
entrepreneurs.
Public Sector
Horsham’s health and education sector will continue to develop to
THEME 4 meet the needs of the Wimmera Region and provide high quality
Industry
services to the community
Horsham will become a strong recognisable brand in key markets and

be renowned for its liveability, quality service sector, strong community
THEME 5 Destination Horsham values, food and creative industry. Tourism product and events will
develop to drive visitors to the region to explore nature based assets
APPENDIX 10.3B
and attend unique events and festivals.
Horsham Rural City will work towards attracting investment in critical

Economic infrastructure projects that support the economy including passenger
THEME 6 rail services, dual carriage highway and Horsham Bypass, WIFT, the
Infrastructure
Aerodrome and IT/telecommunications.

6. THEME 1: BEST PRACTICE IN ECONOMIC DEVELOPMENT
6.1. OBJECTIVE 6.2. OVERVIEW

Horsham Rural City will be a leader in economic development practices and embed
STRATEGIC CONSIDERATIONS
a proactive open for business attitude across the organisation.
• Improvements in economic development governance;
• Clear definition of roles and responsibilities for the EDU;
• Form relationships with the local business community;
• Provide useful information to businesses;
• Support business growth;
• Promote networking and training opportunities;
• Attract new investment and industry;
• Embed economic development as a priority within Council decision-making;
• Promote sustainable business practices.
TARGETS AND MONITORING
• Decrease the turnaround time for business planning applications;

• Develop and maintain an up-to-date business database;
• Implementation of processes and procedures to ensure that the Economic
Development Unit are engaging regularly and meaningfully with local
businesses;
• Business and investment attraction.
APPENDIX 10.3B
URBAN ENTERPRISE 13
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6.3. CONSIDERATIONS
ROLE IN ECONOMIC DEVELOPMENT ENGAGEMENT
The priority for economic development in Horsham Rural City should be focussed on Engaging with and supporting existing businesses is a critical component for the
supporting existing business, attracting new business and investment and improving local economy.
the standard of living for the community.
Local businesses would like to see the role of the economic development unit to be
The key economic development initiatives supported by local businesses and the focussed on supporting existing businesses in the City and improving the standard
community include: of living for the community. This could be achieved through the provision of a Client
Relationship Management System (CRMS), whereby Council can interact and
• Further support and develop the Agriculture and Manufacturing industries;
contact businesses and record engagements.
• Attract transport, storage and logistics businesses;
Council recognises that it is a major purchaser of goods, services and works that its
• Further promote and market the region to investors, residents and visitors;
procurement practices have the potential to impact the local economy. Council will
• Develop the retail sector (e.g. food & beverage, clothing & apparel, homewares endeavour to support local business and industries where such purchases can be
& leisure); justified in achieving value for money.
• Attract new residents;
• Develop the tourism and events industry; BUSINESS SUPPORT SERVICES: NETWORKING AND TRAINING
• Improve community and business networking and engagement; HRCC should review provision of information, training and support services to new
• Township improvements (e.g. streetscape beautification); and and existing businesses across the Council area. Improved support services may
• HRCC being an employer of choice. encourage the attraction of new businesses, as well as improving performance for
existing businesses.
ECONOMIC DEVELOPMENT UNIT (EDU) Review of the following support services should include:
There should be a clear definition of roles between Council’s Economic Development • Education and training – May include training and upskilling in social media,
Unit and the Wimmera Development Association to ensure that there is minimal digital marketing, customer service, financial reporting and administration
overlap in economic development activities. services.
APPENDIX 10.3B
It is recommended that the Economic Development Unit direct resources into • New Enterprise Incentive Scheme (NEIS) - Provides training and business set-
business engagement and support, as well as tourism and event development and up mentoring assistance for new businesses (currently offered by RMIT).
coordination. The WDA’s role should be more focussed on facilitating larger scale • Case management – Provide planning and building advice to new
business and investment attraction in the broader region. business/existing business regarding potential development.
Collaboration between the two is paramount and regular contact between Council • Networking events – This would need to be driven by businesses.
and the WDA should continue to ensure information is shared. • Ongoing engagement and information to be provided to businesses.

STRATEGY 1 Improve the governance structures within the Economic Development Unit
Actions Lead and Partners Timeframe
ACTION 1.1 Clearly define the role and responsibilities for Council’s Economic Development Unit with a focus Planning & Economic Short term
on the following key areas: Development
- Business engagement and support;
- Business and investment attraction;
- Tourism (product development, investment attraction, marketing);
- Festivals and events (engagement with existing event operators, event development, support
and procurement);
- Management of the Visitor Information Centre; and
- Management of the Wimmera Business Centre.
ACTION 1.2 Undertake regular meetings between the WDA and Council’s Planning and Economic Planning & Economic Ongoing
Development Department to inform and discuss economic development opportunities. Development / Planning
Department / WDA / DEDJTR
APPENDIX 10.3B
URBAN ENTERPRISE 15
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STRATEGY 2 Engage and support new and existing businesses
ACTION 2.1 Develop a dynamic and up-to-date business database system and ensure information is correct, Planning & Economic Short term and
up-to-date, and cross references the most recent Australian Business Register (ABR) data. At a Development / local ongoing
minimum, it should include the following fields: businesses
- Name of Business;
- Business Type;
- Lead and Secondary Business Contact
- Address;
- Contact Details (phone & email address);
- Industry Classification; and
- Number of Employees.
ACTION 2.2 Investigate the establishment of an interactive Client Relationship Management System which can Planning & Economic Short term
be used to record and track business engagement and report on economic development Development / EDA
performance measures.
Engage with EDA Victorian State Practitioners Network as to how this may be implemented and
used.
ACTION 2.3 Engage with businesses using a variety of methods. Develop a regular email newsletter to go to Planning & Economic Ongoing
businesses on the business database (once completed), promoting Council projects, networking Development / Business
and training opportunities and grants programs. Horsham / WBC
APPENDIX 10.3B
ACTION 2.4 Ensure staff within Council’s EDU are visible and active in the business community. Planning & Economic Ongoing
Development

STRATEGY 3 Promote business development and networking opportunities within the business community
ACTION 3.1 Facilitate education and training events with the business community. Topics may include: Planning & Economic Medium term and
Development / WBC / ongoing
- Marketing and advertising;
Federation University / LLEN
- Financial management and reporting;
- Business administration.
ACTION 3.2 Facilitate networking events with the business community. Planning & Economic Short term and
Development / Business ongoing
Horsham / VFF / Wartook
Promotions Group / Horsham
Town Hall and Regional Art
Gallery / Community groups
APPENDIX 10.3B
URBAN ENTERPRISE 17
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7. THEME 2: PRIMARY INDUSTRIES

Horsham Rural City and its partners will continue to facilitate growth in primary
industries including agriculture, processing, mining and renewable energy.
• Volatility of commodity prices;
• Environmental challenges (e.g. drought);
• Leverage investment from Wimmera-Mallee Pipeline;
• Diversification within the sector;
• Mechanisation and consolidation of land/enterprise;
• Public awareness of the mining industry;
• Enabling infrastructure requirement (e.g. electricity interconnector).
• Increase in agricultural production;

• Employment growth;
• Increase in output and regional exports;
• Increase in value-adding activities;
• Establishment of solar and wind farms;
• Facilitate construction phase for mineral sands projects.
APPENDIX 10.3B
7.3. CONSIDERATIONS
AGRICULTURE AND DOWNSTREAM INDUSTRY WATER SECURITY

Agriculture is Horsham Rural City’s and the Wimmera Southern Mallee’s most The Wimmera Mallee Pipeline, established in 2010, replaced 17,500 km of inefficient
important industry. The sector generates $180m in economic output per annum, channels providing approximately 9,000 km of rural pipeline.
which accounts for 8% of the City’s total. The sector is also the second largest
employer, behind retail, and has a regional export value in the order of $136m per It is estimated that the pipeline saves an average of 103 billion litres of water per
annum. annum and provides a continuous water supply to approximately 7,000 rural
customers and townships across the Wimmera and Mallee.
Furthermore, the Agriculture industry in the broader Wimmera Southern Mallee region
generates an estimated $866m in economic output per annum, employs 3,590 people The Pipeline provides water security for the Agriculture sector and is of major benefit
and has a regional export value of $671m. to the region. The Pipeline could be promoted to potential new agri-business that are
looking to establish in the region.
There is an opportunity for Horsham Rural City to facilitate the diversification of the
existing Agriculture sector by further developing sub-sectors and related activities to MINERAL SANDS
capitalise on the significant primary production activity.
The Wimmera region is home to a significant proportion of natural mineral deposits.
There are opportunities for Horsham Rural City’s Agriculture industry to facilitate
Donald (Minyip), Avonbank, Drung South and Bungalally are the four key sites for
diversification through encouraging the development of related activities such as
mineral sands.
value adding industry, new commodities, specialist services, research and education
and improved transport connections to export markets. The Avonbank Project is projected to produce 488 million tonnes of Heavy Mineral
Sands (HMS) and has a projected mine life of 32 years. Avonbank is forecast to
Opportunities associated with agriculture include: commence mining in 2021.
• Warehouse and storage (storage, cleaning, splitting, packaging); The Bungalally HMS project incorporates over 20% Zircon. The project is located
• Transport and distribution (freight services, logistics); approximately 10 km south of Horsham.
• Retail and wholesale (farm gate, online, supermarkets); Whilst these projects are either in pre-feasibility or feasibility stage, once construction
• Primary production (intensive Agriculture); commences and operations are underway, will generate significant economic
• Agronomy (science & technology); benefits to Horsham including output, wages and salaries, and jobs.
APPENDIX 10.3B
• Food manufacturing (cereals, protein powder, seeds and oils, abattoir); and The Wimmera Southern Mallee Mining Sector Plan (2012) considers the
• Service industries (finance, insurance, IT, education, engineering). opportunities, constraints and key enabling factors required to further develop and
grow the mining industry within the Wimmera Southern Mallee Region.
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The Plan found that The Wimmera Southern Mallee region has significant competitive In recent years, there has been lobbying with State Government to develop a third
advantages that can enable the local industry to develop. These key advantages interconnector extending from Horsham into South Australia. The interconnector is
include: required for energy storage and distribution.
• Accessible, large scale and high quality resource quantities; The 4,250 ha Murra Warra Wind Farm, located approximately 25km north of Horsham
• Secure water resources; has been approved and is expected to be operational by 2020. The farm will
accommodate up to 116 turbines and a terminal station that will connect to the
• High levels of liveability for the workforce, particularly compared to other mining
220kV grid network.
regions;
• Established, experienced and responsive support industries; The Murra Warra Wind Farm Economic Benefit Assessment (2016) identifies that the
$650 million investment will support 235 direct and 375 indirect FTE jobs during the
• Experienced, stable and low cost workforce;
construction phase. Once operational, the project will support 15 direct and 45
• Excellent transport linkages with an intermodal freight terminal at the heart of
indirect FTE jobs.
the region in Horsham, road and rail access to the Ports of Portland, Geelong,
Melbourne, and Adelaide; Furthermore, the project has the capacity to supply sufficient clean energy to power
• Access to high quality research and training institutions; approximately 250,000 homes and, in the process, reduce Co 2 emissions by an
estimated 1.3 million tonnes per annum.
• Competitively priced, reliable and accessible power and gas connections;
• Proactive State and Local Governments; and Biomass is another renewable energy opportunity that could be further explored and
developed in the City. Biomass refers to the fuel that is developed from organic
• Regional social infrastructure - schools, health, sporting and cultural.
materials, a renewable and sustainable source of energy used to create electricity or
Growing the sector will have significant spill over benefits to the broader region. The other forms of power.
sector is a high value adding activity and is therefore a driver of regional economic
Some examples of materials that make up biomass fuels are scrap lumber, forest
prosperity. Within the Wimmera Southern Mallee regional economy, mining produces
debris, certain crops, and manure. The use of these materials would create a
the highest rates of return per job, and more than two times the value added benefits
significant opportunity in the supply chain.
to the economy than any other sector from the same level of output growth.
Development in renewable energy and becoming energy efficient is a concept that is
Council in conjunction with the WDA should continue to encourage and facilitate the
widely received and promoted by the Horsham community.
development of mineral sands mining and associated activity in an appropriate and
sustainable manner. Natimuk Community Energy (NCE) is an organisation with a vision for the community
to achieve self-sufficient energy production by 2030. To achieve this vision, NCE are
APPENDIX 10.3B
RENEWABLE ENERGY in the process of introducing an energy buy-back scheme, which is dependent on
solar energy production.
Horsham Rural City is well positioned to attract investment in large scale renewable
projects, specifically solar and wind. Key advantages of establishing in Horsham Whilst solar and wind farms generally support lower proportions of ongoing
include a large availability of land and long periods of sunlight. employment, they generate major capital expenditure and create employment
opportunities throughout the planning, design and construction phases.

7.4. PRIMARY INDUSTRIES: STRATEGIES AND ACTIONS
STRATEGY 4 Encourage and facilitate the diversification of the Agricultural base through value-adding, research and innovation, new commodities and related activities
ACTION 4.1 Encourage the development of intensive farming practices. Work with the State Government Planning & Economic Development / Medium term
Department of Economic Development, Jobs, Transport and Resources, Agriculture Victoria, WDA / Agriculture Victoria / GWM
WDA and the local education and agricultural research sectors to promote intensive farming Water / VFF
in suitable locations (i.e: access to Wimmera Mallee Pipeline).
ACTION 4.2 Promote agri-tourism opportunities to industry. Establish an information kit which exposes Planning & Economic Development / Medium term
primary industry to agri-tourism opportunities including case studies and information of the WDA / Agriculture Victoria /
local market. Grampians Tourism / VFF
ACTION 4.3 Promote the competitive advantages of the region to attract and develop agricultural supply WDA / Agriculture Victoria / Planning Medium term
chain businesses such as: & Economic Development / DEDJTR
- Warehouse and storage (storage cleaning, splitting, packaging);
- Transport and distribution (freight services, logistics);
- Food manufacturing (cereals, protein powder, seeds and oils, abattoir).
Develop a prospectus which identifies key opportunities and supporting information and
make contact with businesses out of region to understand prerequisites for establishing
businesses in Horsham Rural City.
ACTION 4.4 Promote the competitive strengths (e.g. Wimmera-Mallee Pipeline, WIFT) to encourage new WDA/ Planning & Economic Medium term
APPENDIX 10.3B
agribusiness to establish in the region. Development / Agriculture Victoria /
DEDJTR
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STRATEGY 5 Engage and support the agricultural business community, and ensure the region remains the leader in grain production, research, education and
innovation
ACTION 5.1 Develop a business database of agri-business firms (this may be undertaken as part of Action Planning & Economic Development Short term
2.1)
ACTION 5.2 Ensure there is an experienced economic development officer responsible for engaging with Planning & Economic Development / Short term
the Agriculture sector. This includes developing strategic relationships with: WDA
- Businesses;
- Relevant State and Federal government personnel (e.g. Agriculture Victoria, GWM
Water);
- Industry groups; and
- Education institutions (e.g. Longerenong College).
The nominated staff member should have a strong understanding of local agricultural
conditions.
ACTION 5.3 Participate in an annual roundtable event for the Agriculture industry representatives. Planning & Economic Development / Short term
Discussion points should include, but are not limited to the following: WDA
- The current state of the industry (economic conditions);
- Current challenges/barriers to industry growth;
- Opportunities for industry growth;
- The regulatory environment; and
APPENDIX 10.3B
- Research and innovation.
ACTION 5.4 Develop strategic relationships with key personnel of large businesses in the region, and Planning & Economic Development Short term
encourage them to become active in the local industry to share their expertise.

ACTION 5.5 Advocate for the development of enabling infrastructure (e.g. upgrades to the WIFT precinct, WDA / Planning & Economic Ongoing
road upgrades and Burnt Creek Estate) Development / DEDJTR
STRATEGY 6 Encourage and facilitate development in the renewable energy industry
ACTION 6.1 Continue to lobby the State and Federal Government to establish a third electricity WDA / Department of the Short to medium
interconnector between Horsham and Keith. Environment and Energy / RDV / term and
DEDJTR ongoing
ACTION 6.2 Seek to upgrade existing smaller capacity transmission lines.
ACTION 6.3 Widely promote the advantages of establishing solar and wind farms in Horsham Rural City WDA / Planning & Economic Ongoing
(e.g. land availability, long period of sunlight) and continue to facilitate investment in this Development / DEDJTR
area.
ACTION 6.4 Facilitate a series of electric vehicle charge points within the Horsham town centre. WDA / Planning & Economic Short to medium
Development term
STRATEGY 7 Encourage and facilitate development in the mineral sands industry
ACTION 7.1 Continue to work with industry stakeholders to facilitate mineral sands projects. WDA / Planning & Economic Long term
Development / DEDJTR
APPENDIX 10.3B
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8. THEME 3: A VIBRANT CENTRAL ACTIVITY DISTRICT

Horsham Central Activity District will continue to develop into a vibrant hub which
supports services for Wimmera residents and visitors. The Central Activity District
will become increasingly attractive for the services sector, professional and • Discourage out of centre development;
creative businesses, and entrepreneurs. • Address challenges facing retailers (e.g. online retail, impact of seasonal
agriculture production on retail expenditure, customer service & satisfaction);
• Improve CAD’s connection to the Wimmera River;
• Encourage investment/redevelopment of key sites in the CAD;
• Capturing passing trade – attracting self-drive visitors into the CAD;
• Underrepresentation of professional, financial and creative services;
• Develop hospitality and entertainment in the CAD; and
• Recognise the role of the Horsham Town Hall as the arts precinct.
• Increase retail turnover;

• Employment growth within the CAD;
• Reduction in vacancy rates for retail/commercial properties;
• Commercial development within the CAD;
• Deliver and implement CAD Revitalisation Strategy;
APPENDIX 10.3B
• Critical mass of day/night activity;
• Growth in professional and business services;
• Improved perceptions for customers and visitors.

8.3. CONSIDERATIONS
In 2016, there were an estimated 285 people employed in this sector, which accounts
CAD REVITALISATION
for 3% of total people employed. Employment in the sector decreased by 7% for the
Horsham’s Central Activity District (CAD) is a vibrant hub of retail, commercial, period 2006 to 2016.
entertainment, hospitality, cultural and community activity. The town centre services
Consultation with industry have suggested that this sector is underrepresented in
a catchment far greater than the Council area, attracting people from across the terms of employment and therefore, is recognised as a growth opportunity for HRCC,
Wimmera for a range of retail, entertainment, health and medical, and professional
particularly in digital and creative professional services such as marketing,
and financial services.
advertising, design, software & IT, architecture and public relations.
It is estimated that Horsham’s CAD services a resident catchment of 51,000 people.
There is an opportunity to work with existing professional businesses to attract new
Horsham has a strong service role for the surrounding Local Government Areas of
workers, and understand business needs.
Northern Grampians, West Wimmera, Hindmarsh and Yarriambiack. Residents within
the broader catchment travel to Horsham for higher order retail and commercial SELF-DRIVE VISITORS
needs.
Horsham is located at the mid-point between Melbourne and Adelaide. According to
The Retail Trade industry is strong in terms of output and employment. Horsham
Tourism Research Australia, approximately 800,000 self-drive visitors travel between
offers a diverse range of retailers and includes majors such as three full-line
the two cities each year.
supermarkets (Coles, Woolworths and Aldi), Harvey Norman, Kmart, Target, Bunnings
Warehouse and Supercheap Auto. There is an opportunity for Horsham to further capitalise on the significant number
of passenger vehicles travelling through on a daily basis. Horsham should position
Shoppers visit Horsham for higher order retail needs including apparel, homewares,
itself as the ideal stopover town for self-drive visitors.
leisure, clothing and apparel, retail services and bulky goods.
Further development initiatives should be explored in order to capture a proportion of
In addition to major retailers, Horsham provides boutique retail and food and
passing trade. Examples may include:
beverage establishments, which highlights that the retail offer caters to a variety of
needs. • Improve wayfinding signage;
There is an opportunity to revitalise certain areas of the CAD to improve access and • Improve promotional signage for local attractions, entertainment and food and
connectivity, as well as providing areas of open space for people to passively recreate beverage;
and engage. • Continue to develop food and beverage product (e.g. cafes, restaurants,
APPENDIX 10.3B
produce);
UNDERREPRESENTATION OF PROFESSIONAL SERVICES • Improve the major entrances of the town (e.g. beautification of the public realm,
streetscape improvements, tree plantings); and
The Professional, Technical and Scientific Services sector generates $74 million in
economic output per annum, which accounts for 3% of total output for HRCC. This • Explore the potential to provide free camping in certain areas.
ranks lower than industries such as Accommodation and Food Services, Transport,
Postal and Warehousing and Public Administration and Safety.
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WIMMERA BUSINESS CENTRE
The Wimmera Business Centre is located in Horsham’s town centre and is a small
business incubator, offering tenancy to start up and home-based businesses, as well
as offering business advice, support services and assistance to small and micro
businesses.
The Centre accommodates a diverse range of businesses throughout its 18 spaces
as well as 2 rooms for casual hire. There are a small number of vacancies.
An opportunity exists to redevelop the Wimmera Business Centre to increase
capacity, improve the facilities offered and encourage a critical mass of business
activity in Horsham.
If redeveloped, the incubator should provide office floorspace, meeting rooms, hot
desks, high-speed internet, as well as opportunities for professional development,
training and networking.
In the interim, Council should continue to encourage existing businesses; including
home-based business and micro businesses to utilise the Centre.
CREATIVE INDUSTRY
Analysis of the local business base highlights a significant gap in creative industry.
This includes Architects, graphic designer, marketing and IT professionals.
Due to this gap, these services are sourced from outside the Wimmera.
Other creative industry such as writers, artists and performers may be encouraged to
settle in Horsham Rural City. The Horsham Town Hall precinct is an outstanding
creative industry space which should be promoted to attract creative industry to
settle in the region.
APPENDIX 10.3B
Working with the community development team, a focus on promoting the creative
sector will enhance liveability, attraction and the economy.

8.4. A VIBRANT CENTRAL ACTIVITY DISTRICT: STRATEGIES AND ACTIONS
STRATEGY 8 Continue to develop Horsham’s Central Activity District (CAD) into a vibrant hub of retail, commercial, entertainment, hospitality, cultural and community
activity
ACTION 8.1 Deliver and implement the findings from the Horsham CAD Revitalisation project. Technical Services / Planning & Short term
Economic Development
ACTION 8.2 Investigate the establishment of a central public plaza or square as the focal point Technical Services / Planning & Short term
for Horsham. Economic Development
ACTION 8.3 Deliver the multi-use indoor sports facility at the preferred site (McBryde Street). Technical Services / Community Services Short term
/ Planning & Economic Development
ACTION 8.4 Deliver and implement the findings from the Horsham Railway Corridor Master Technical Services / Planning & Short to medium term
Plan. Economic Development/ Community
Services
ACTION 8.5 Ensure Horsham’s CAD is considered the prime location for future development in Planning & Economic Development Short to medium term
retail, commercial office, entertainment and community land uses. Identify fringe and ongoing
areas to the South of the CAD as long term areas for commercial growth. Future
CAD development should align with CAD Revitalisation Strategy.
ACTION 8.6 Promote the CAD to potential hospitality operators to attract high quality food and Planning & Economic Development Ongoing
beverage product such as:
APPENDIX 10.3B
- Gastronomy pub;
- Restaurants and cafés;
- Provedores; and
- Wine bar/microbrewery.
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STRATEGY 9 Improve access, connectivity, appearance and functionality of Horsham’s CAD
ACTION 9.1 Deliver and implement the findings from the Horsham Car Parking Strategy. Technical Services / Planning & Short to medium term
ACTION 9.2 Deliver and implement the findings from the Wimmera River Corridor Masterplan, Technical Services / Planning & Short term
ensuring the CAD’s connection to the River is addressed Economic Development
ACTION 9.3 Improve wayfinding and promotional signage at the town’s main entrances to Technical Services / Planning & Short term
encourage the capture of passing trade. Promotional signage should refer to: Economic Development
- Local attractions (e.g. Town Hall, Wimmera River, Botanical Gardens);
- Visitor Information Centre; and
- Popular hospitality precincts.
ACTION 9.4 Improve the public realm at Horsham’s main entrances. Streetscaping, tree Technical Services / Planning & Medium term
plantings and road upgrades should be the areas of focus. Economic Development
APPENDIX 10.3B
STRATEGY 10 Encourage and facilitate growth in professional, financial and creative service industries
ACTION 10.1 Engage with existing professional services businesses to understand labour force Planning & Economic Development / Local Short term
requirements and other business needs. businesses
ACTION 10.2 Establish a targeted marketing program to encourage qualified professionals to Planning & Economic Development / Local Short term
join Horsham professional service firms. businesses
ACTION 10.3 Encourage the development of office accommodation in the CAD. Planning & Economic Development Ongoing
ACTION 10.4 Investigate the potential to redevelop and expand the Wimmera Business Centre Planning & Economic Development Medium term
to meet contemporary business needs.
In the short term, encourage greater utilisation of the existing Wimmera Business
Centre.
ACTION 10.5 Promote creative industry opportunities in Horsham through promotion and Planning & Economic Development / Local Short term
branding of Horsham as a cosmopolitan and progressive town. businesses
ACTION 10.6 Leverage greater benefit from the Horsham Town Hall precinct by exploring: Community Services / Planning & Short term
Economic Development / Horsham Town
- Establishing a pedestrian and performance zone opposite the Town Hall
Hall & Art Gallery
theatre in Ward Street;
- Attraction of entertainment and dining businesses to the precinct; and
- Business/conference market.
APPENDIX 10.3B
ACTION 10.7 Develop and promote Horsham Town Hall, Art Gallery and arts and cultural events Community Services / Horsham Town Ongoing
and offerings. Hall & Art Gallery / Planning & Economic
Development / RDV
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9. THEME 4: PUBLIC SECTOR INDUSTRY

Horsham’s health and education sector will continue to develop to meet the needs
of the Wimmera Region and provide high quality services to the community.
• Horsham’s resident population is forecast to age;
• Greater demand for health and medical services;
• Capacity constrains at the Wimmera Base Hospital;
• Student migration from Horsham to Ballarat and Melbourne for tertiary
education;
• Foster strong pathways between tertiary institutions and the workforce.
• Improvements and upgrades to Health precinct;

• Increase in public sector employment;
• Increase in tertiary education attainment;
• Improvements to Longerenong College facilities;
• Reduction in students travelling to Ballarat/Melbourne for education attainment.
APPENDIX 10.3B
9.3. CONSIDERATIONS
Federation University’s Horsham campus delivers TAFE programs and bachelor
HEALTH CARE AND SOCIAL ASSISTANCE
courses in Social Sciences, Business and as well as Masters programs and PhD
Horsham and the broader Wimmera region’s population is forecast to age Research.
significantly over the next 15 years. Between 2016 and 2031, the proportion of
According to Federation University, the highest proportion of students are enrolled in
residents aged over 65 years is expected to increase significantly in HRCC. Residents health services, community services, education and business services. The key gap
aged between 70 and 74 years are forecast to increase by 41%, 75 to 79 years (35%),
in tertiary programs in the region is humanity based courses, in particular, history,
80 to 84 years (32%) and over 85 years (20%).
politics and the arts.
The expected increase in older residents will generate greater demand for health care
and medical services in Horsham.
Consulting with Wimmera Health Care Group, there is a short to medium term need
for a redevelopment of the Hospital, specifically as a result of capacity constraints.
A recent contribution of state funding for the development of the Wimmera Cancer
Centre will significantly bolster health services in the region. Once completed, the
Centre will include nine new day chemotherapy chairs, a wellness service, six renal
dialysis chairs and modern accommodation facilities for palliative care.
EDUCATION
The local community has indicated that secondary and tertiary educational
institutions in Horsham are adequate, however, there are a proportion of students
travelling to Ballarat and other areas to seek private secondary education.
Holy Trinity Lutheran School in Horsham is undergoing a signification expansion.
When completed, the School will boast several new classrooms, a large collective
learning area, 2D and 3D art rooms, staff rooms, a food technology centre, music and
drama rooms, and a video and audio recording studio.
APPENDIX 10.3B
The School, which previously offered education from prep to year 10 only; is planned
to cater to year 11 students from 2018, and year 12 students from 2019.
Horsham has a competitive advantage with its Agricultural College in Longerenong.
Longerenong College is the only Agricultural education institution that offers an
advanced diploma in Agribusiness Management.
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9.4. PUBLIC SECTOR INDUSTRY: STRATEGIES AND ACTIONS
STRATEGY 11 Develop Horsham into the leading education provider for Agribusiness and related industries
ACTION 11.1 Facilitate and encourage Longerenong College to attract international students. Planning & Economic Short term
Development / Longerenong
College / Skill Invest
ACTION 11.2 Advocate for the redevelopment of Longerenong College’s on-site infrastructure and Planning & Economic Ongoing
facilities. (e.g. chemical training facility, internal campus roads, lecture/theatre rooms). Development / Longerenong
Ongoing discussions with Longerenong College should be undertaken to prioritise
infrastructure and service upgrade requirements.
STRATEGY 12 Ensure existing education institutions are meeting the needs of the resident and business
community
ACTION 12.1 Engage with Federation University to ensure suitable courses are being offered that meet Planning & Economic Short term
local needs. Ensure there is adequate information which identifies skills gaps (e.g. Development / local secondary
apprenticeships/training programs) and tertiary institutions
APPENDIX 10.3B
STRATEGY 13 Ensure Health Care and Medical Services are servicing the needs of Horsham and the broader region
ACTION 13.1 Continue to engage and develop a close relationship with the Wimmera Health Care Group Planning & Economic Ongoing
and the community sector as one of Horsham’s key employers. Development / Wimmera
Health Care Group
ACTION 13.2 Advocate for the preparation of a Master Plan for the Health and Medical Precinct on Bailie Planning & Economic Medium to long term
Street. This will investigate redevelopment of the Hospital to meet current and future need Development / Technical
and also plan for other community and health services in the precinct. Services / Community
Development / Wimmera
Health Care Group
ACTION 13.3 Advocate for business relocation / establishment in the community sector. Planning & Economic Ongoing
Development / Community
Services
APPENDIX 10.3B
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10. THEME 5: DESTINATION HORSHAM

Horsham will become a strong recognisable brand in key markets and be renowned
for its liveability, quality service sector, strong community values, food and creative
industry. Tourism product and events will develop to drive visitors to the region to • Improve awareness of Horsham throughout Victoria and South Australia;
explore nature based assets, attend regional, state, national and international • Lack of destination brand;
events and festivals.
• Ensure there is a coordinated and collaborative approach to marketing and
branding;
• Need for marketing and promotional content for Horsham to attract visitors,
residents, workers and businesses.
• Tourism product development;
• Provision of visitor services.
• Develop a destination brand for Horsham.

• Increase in domestic and international visitation.
• Increase in average length of stay.
• Increase in visitor yield.
• Investment in tourism product development.
APPENDIX 10.3B
10.3. CONSIDERATIONS
AFFORDABLE HOUSING BRAND AND AWARENESS
Housing in Horsham and Natimuk is more affordable compared to other regional There is limited understanding of the way Horsham is perceived in Melbourne and
areas and the rest of the State. the rest of Victoria.
According to A Guide to Property Values, the median house price in Horsham in 2015 A market research study should be conducted to understand the way Horsham is
was $240,000, which is less when compared to Regional Victoria ($307,500) and the perceived including positive and negative aspects.
rest of the State ($490,000).
A new destination brand should then be tested which can be used for the visitor
The median residential property value in Horsham is a competitive advantage that economy, resident and business attraction. An example of a prominent marketing
could be further promoted to prospective residents and businesses, buyers in the campaign is the ‘great things happen here’ campaign for Shepparton. The campaign
market who are looking to trade up, particularly from western Victorian towns such showcases a number of national brands and industries that are located in
as Ballarat. Shepparton, whilst also promoting the lifestyle advantages of the area.
Housing affordability should be promoted to attract new residents. Any branding recommendations should be prepared in conjunction with the CAD
revitalisation study to ensure alignment.
LIVEABILITY
TOURISM USES ALONG THE WIMMERA RIVER
The liveability and lifestyle of Horsham as a rural city is considered a competitive
advantage. A strong community, proximity to an abundance of natural assets, a The Wimmera River is a major natural asset in close proximity to Horsham’s town
favourable climate and reliable health and education services all contribute to centre. Tourism uses should be further explored for the land surrounding the River.
Horsham’s liveability. Potential uses include:
Horsham is in close proximity to Mount Arapiles, the Grampians National Park and a • Recreational boating infrastructure;
significant number of waterways, which include Lake Toolondo, Lake Wartook, Green • Fishing infrastructure;
Lake, Taylors Lake, Rocklands Reservoir, Natimuk Lake, Little Desert National Park,
• Picnic/BBQ;
Black Range State Park and Wimmera River.
• Food and beverage;
Horsham is an ideal location for people interested in recreational boating, fishing,
• Accommodation;
APPENDIX 10.3B
outdoors and adventure.
• Public art installation;
SETTLEMENT SERVICES • Artist in residence facility;
• Conference/function centre;
HRCC should review the settlement service strategy for new residents, which
provides information to support and assist new residents in the region. This could be • Recreational tracks and trails (walking and cycling); and
particularly helpful for ethnic groups settling in the region. • Adventure operators.
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It is noted that a Master Plan is currently underway for the Wimmera River to identify The Centre can accommodate a range of large scale events, from music concerts
potential development opportunities. and festivals to conferences, shows and exhibitions. The Centre can also
accommodate smaller functions and events such as seminars, meetings, and social
FOOD AND BEVERAGE PRODUCT functions. An example of an existing major event held at the Centre is the Wimmera
Machinery Field Days.
The most common and popular activity for domestic overnight visitors in Regional
Victoria is eating out at a restaurant and/or café, with 58% participating in the activity. Council’s relationship with Sports Marketing Australia should be ongoing to assist
with securing sports tourism events. Sports Tourism is a significant economic driver
In order to further develop Horsham as a destination in its own right, the development
and brings in an average of $1.6 million per annum.
and provision of high quality food and beverage product presents a key opportunity
to achieve this. High quality dining options such as cafés, a gastronomic pub/hotel, There is a proposal to establish a new indoor sports stadium in Horsham. A feasibility
provedore, microbrewery and/or wine bar should be considered for Horsham’s CAD study was prepared in 2016, and a preferred site at McBryde Street has been agreed
to contribute to a vibrant town centre and attract visitors. on. A funding strategy is underway for the project.
The development of food and beverage offer in line with regional produce strengths The proposed multi-use indoor sports stadium will significantly bolster the regions
such as regional pulse production could be a point of difference for Horsham. ability to attract and host regional and state sport and recreation events. The
preferred site in McBryde Street is in close proximity to Horsham’s CAD, which will
FESTIVALS AND EVENTS promote economy activity within the CAD.
Between 2012 and 2016, an average of 4% of domestic overnight visitors to Horsham There is an opportunity to increase the provision of events in Horsham Rural City that
visited for the purpose of attending an event. This is marginally higher than the align with the region’s competitive strengths and may include:
average for Regional Victoria (2%). • Fishing and boating;
Tourism events are an effective method of attracting visitors from outside of the • Food and wine;
region that wouldn’t ordinarily visit. • Outdoor and adventure (e.g. rock climbing);
The annual event calendar in Horsham supports a proportion of visitation to the • Arts and culture;
Council area. The existing event calendar predominantly consists of music, • Motorsport (go-cart track / Speedway);
performing arts, motocross, and art and cultural events.
• Motocross and 4WD;
The Town Hall is a major asset for the region and has the potential to accommodate • Agriculture / farm gate; and
more events throughout the year. Further marketing and promotion of events held at
APPENDIX 10.3B
• Sport and recreation.
the facility would expand its reach.
The Wimmera Event Centre is a modern purpose built large scale event venue, located
on 23 hectares or land. The venue includes two large scale pavilions, a number of
smaller pavilions, meeting rooms, facilities for on-site camping, catering areas, sheds
and outbuildings.

NATURAL ASSETS Grampians in the eye of the visitor. One of the reasons for this is that the majority if
visitors to the Grampians travel from Melbourne and do not bypass Horsham.
An abundance of natural assets including lakes, rivers, National & State parks are
within a 50-kilometre radius of Horsham. Major assets such as the internationally To investigate opportunities the following elements should be considered:
renowned climbing destination; Mount Arapiles Tooan State Park, as well as Mount • How to create improved connectivity between the Grampians and Horsham;
Stapylton and Mount Zero in the Grampians National Park attract a significant level
• Is there a need to promote Horsham as a destination of its own right, drawing
of annual visitation.
on its growing strengths in arts and food?
Mount Arapiles is located in Mount Arapiles-Tooan State Park. The Mountain caters • How to encourage development and activity in the Western Grampians including
to varying levels of climbing experience, from beginners to advanced, and attracts an the Wartook Valley and Mt Zero areas.
abundance of visitors, both domestic and international.
• Encourage connectivity to the Grampians from Adelaide and South Australia.
Horsham is in close proximity to a major network of waterways, which include Lake
Once completed, The Grampians Peaks Trail will become one of Victoria’s longest
Toolondo, Lake Wartook, Green Lake, Taylors Lake, Rocklands Reservoir and Natimuk
and iconic trail. The first section is now complete and offers a 36 km, 3 day/2 night
Lake.
circuit walk, commencing at Halls Gap.
Lakes in the region provide opportunities for local and visitors to undertake water-
based activities such as swimming, fishing, recreational boating and water-skiing. Constructing the trail will continue until the end of 2019, and is expected to become
Upgrading infrastructure and services at prominent water destinations to support a drawcard attraction for domestic and international visitation. Discussions should
existing visitors and encourage new visitors should be considered in consultation be undertaken with Grampians Tourism to determine how Horsham can leverage
with appropriate land managers. This includes the provision of boat ramps, fishing further off the Grampians, and the Peaks Trail, particularly given that Mount Zero will
jetties, picnic/BBQ, camping and toilet facilities should be considered. be the trail head.
ACCOMMODATION INTERSTATE VISITOR MARKETS
Based on accommodation preferences for domestic overnight visitors, the existing An opportunity exists for Horsham to attract a greater proportion of visitors from
accommodation supply in Horsham is predominantly hotel/motel accommodation South Australia. Horsham is located approximately 420 km from Adelaide, and is
with a star rating between 3 and 4. Much of the existing stock is considered outdated considered the approximate midpoint between Melbourne and Adelaide.
and in need of refurbishment. Marketing Horsham as a destination to visit, live and work should be extended into
The existing accommodation gap in Horsham is a high quality serviced apartment South Australia.
APPENDIX 10.3B
and/or hotel establishment.
THE GRAMPIANS
The Grampians presents a challenge and opportunity for tourism in Horsham. The
Grampians itself is a major tourism asset and nature based destination in Victoria,
however there appears to be very little connection between Horsham and the
URBAN ENTERPRISE 37
FEB-18
10.4. DESTINATION HORSHAM: STRATEGIES AND ACTIONS
STRATEGY 14 Promote Horsham as a destination to live, work, invest and visit
ACTION 14.1 Undertake a market research study throughout Victoria and South Australia to understand Planning & Economic Medium term
the public’s awareness and perception of Horsham and other nature based assets in the Development / Parks Victoria
Wimmera/Grampians.
ACTION 14.2 Develop a prospectus for Horsham Rural City, which promotes the area as a destination to Planning & Economic Short term
live, work, invest and visit. The Prospectus could include the following elements: Development / Grampians
Tourism / Parks Victoria /
- Lifestyle advantages (e.g. proximity to nature based assets, strong community,
DELWP / GWM / Barengi
favourable climate, strong health and education services);
Gadjin Land Council
- Investment opportunities (e.g. Wimmera-Mallee Pipeline, WIFT, land availability and
affordability);
- Tourism product and attractions (e.g. Mount Arapiles Lakes and Waterways, Town Hall,
food and beverage, festivals and events).
ACTION 14.3 Review a New Residents Services Strategy in Horsham Rural City. Community Services Medium term
ACTION 14.4 Develop a destination brand for Horsham. This should be prepared in conjunction with the Planning & Economic Medium term
CAD Revitalisation project and the community. Development / Technical
Services
APPENDIX 10.3B
STRATEGY 15 Promote and facilitate private and public sector tourism development opportunities
ACTION 15.1 Ensure the Wimmera River Corridor Master Plan considers tourism uses such as: Planning & Economic Short term
Development / Technical
- Recreational boating infrastructure;
Services / CMA / GWM /
- Fishing infrastructure; Barngi Gadjin Land Council /
Parks Victoria / DELWP
- Picnic/BBQ;
- Food and beverage;
- Accommodation;
- Public art installation;
- Conference/function centre;
- Recreational tracks and trails (walking and cycling); and
- Open water swimming.
ACTION 15.2 Develop infrastructure at destination Lakes and waterways in Horsham Rural City to Planning & Economic Medium to long term
encourage greater visitation. This could include: Development / Technical
Services / CMA / GWM /
- Toilets;
DELWP / Parks Victoria
- Campgrounds;
- Picnic/BBQ facilities;
APPENDIX 10.3B
- Boat ramps/fishing jetties; and
- Wayfinding signage.
URBAN ENTERPRISE 39
FEB-18
ACTION 15.3 Review the Grampians Destination Plan and undertake a tourism masterplan for the Western Planning & Economic Medium to long term
Grampians. This will investigate private and public-sector investment opportunities and Development / Technical
marketing approach. This should consider: Services / Parks Victoria /
Traditional owners /
- New food, beverage and accommodation opportunities in the scenic Mount Zero area.
Grampians Tourism
This will identify ways to leverage from the Peaks Trail;
- Nature based and indigenous tourism opportunities in the Wartook Valley and Grampians
National Park. This should explore accommodation investment, tour operators,
indigenous interpretation and a near complete gravel cycling loop;
- Implementation of recommendations from the Grampians Ring Road Study;
- Wimmera River Trail, linking Wartook with Horsham.
ACTION 15.4 Explore the establishment of the Wimmera River Art Trail. The Wimmera River Trail provides Planning & Economic Short term
the opportunity to create a key destination experience in the Wimmera Region, linking the Development / Technical
Grampians, Horsham, Natimuk and the Wimmera Art Silos. This project is currently being Services /
explored by the Grampians Cycling Masterplan.
STRATEGY 16 Promote the development of food and beverage tourism leveraging from regional produce strengths
ACTION 16.1 Attract experienced hospitality operators to Horsham to establish destination dining. Planning & Economic Medium term
Development
ACTION 16.2 Encourage the use of local produce in restaurants and cafes by: Planning & Economic Ongoing
APPENDIX 10.3B
Development
- Providing information to local producers in conjunction with local produce stores
promoting opportunities to sell locally;
- Develop a regional produce brand; and
- Encourage the use of native ingredients.

STRATEGY 17 Develop Horsham’s calendar of festivals and events
ACTION 17.1 Commission the preparation of a Horsham Events Strategy that includes the following: Planning & Economic Medium term
Development
- Audit of existing festivals and events;
- Audit of existing event venues;
- Assessment criteria for new and existing events, which considers factors such as
number of attendees, proportion of visitors, economic implications, and alignment with
destination brand; and
- Prioritisation for event procurement and development.
ACTION 17.2 Dedicate a staff member within the EDU who is responsible for facilitating existing events, Planning & Economic Short term
as well as procuring new events. Development
ACTION 17.3 Support infrastructure improvements to facilitate Sports Tourism: Technical Services Short term
- Horsham Motocross; and
- Wimmera Sports Stadium.
STRATEGY 18 Ensure the region is providing adequate visitor information services
ACTION 18.1 Implement the recommendations from the review of Horsham’s Visitor Information Centre. Planning & Economic Medium term
APPENDIX 10.3B
This should address the following: Development
- The location and utilisation of the existing Visitor Information Centre (VIC);
- Online / digital presence; and
- Visitor information needs/requirements.
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11. THEME 6: ECONOMIC INFRASTRUCTURE

Horsham Rural City will work towards attracting investment in critical infrastructure Delivering major infrastructure projects in the region would create significant
projects that support the economy including passenger rail services, dual carriage economic development opportunities in the region.
highway and Horsham Bypass, WIFT, the Aerodrome and IT/telecommunications.
• Barriers to attracting funding;

• Consideration of infrastructure priorities;
• Economic implications of projects (e.g. economic impact).
• Major infrastructure project delivery;

• Construction and ongoing employment supported.
APPENDIX 10.3B
WESTERN RAIL HORSHAM BYPASS
Consultation with industry and the community identified that there is a significant In 2015, VicRoads prepared an amendment to the Horsham Planning Scheme (C72)
opportunity to extend passenger rail services from Ararat to Horsham, creating a which sought to introduce a Public Acquisition Overlay (PAO) to reserve land for a
service from Melbourne to Horsham. This would enable greater connectivity through future Horsham bypass.
the provision of efficient public transportation, creating opportunities for local
VicRoads is considering the planning and implementation of a bypass that will focus
businesses and the community.
on taking traffic around Horsham. Planning is also required to connect each of the
A Feasibility Study was prepared to determine the viability of establishing a passenger highway “legs” with key destinations within Horsham, as the Horsham Integrated
rail service throughout the Grampians and Barwon South West Region. Specifically,
Transport Strategy (draft, 2016) identified that around half of the truck journeys using
the Study assessed the cost to reinstate passenger rail services to Horsham and
these highways either start or finish in Horsham. In particular, improved links are
Hamilton.
required with Horsham’s key existing industrial area, in the Golf Course Rd area, and
Western Rail outlined that for stage 2 of the project, passenger services should be
the WIFT. An important element of this planning includes the provision of an
reinstated to Horsham and Hamilton by 2023, providing six daily return train services
additional river crossing to the south and west of Horsham.
to Ararat, four to Horsham and three to Hamilton. These would connect at Ballarat
with direct trains to and from Melbourne.
At some stage, a bypass is likely to proceed. A separate strategy will be required to
Whilst the capital expenditure estimated for this project is significant and stage two manage the transition to the bypass, including strategies to encourage tourists to
is beyond the scope of this Strategy, it remains a key infrastructure priority for local stop in Horsham for retail, accommodation and other services, and for the potential
business and the community. for development of highway related services on the new bypass alignment.
DUAL CARRIAGE HIGHWAY WIMMERA INTERMODAL FREIGHT TERMINAL (WIFT)
The efficient transportation of freight in and out of the Wimmera is paramount. WIFT WIFT’s establishment in 2012 has increased the region’s use of rail as an efficient
has created an alternative method of transporting freight out of Horsham, however mechanism to transport grain.
many businesses are still very reliant on heavy vehicle transportation.
The 2016 harvest was close to a record for the region, contributing to a significant
The Western Highway is single lane from Ararat to Horsham and continues into South increase in container throughput at the site. Container numbers increased from 900-
APPENDIX 10.3B
Australia. The duplication of the Western Highway would increase capacity, reduce 1,200 twenty-foot equivalent units (TEU) per month, to 2,000-3,000 per month since
travel times and improve safety for freight and passenger transport. harvest.
The upgrade of the Western Highway would also encourage greater self-drive
visitation between Melbourne and Adelaide.
URBAN ENTERPRISE 43
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In 2016/17, The WIFT recorded a throughput of 23,567 TEU, which is above the 2020- extending the runway, utilities, aviation support facilities, painting and repairs, fuel,
21 projected activity for the site (22,900 TEU). 1 ground transport facilities and movement area facilities.
In 2017, throughput in January was close to the design capacity of the site, and With potential upgrades and improvements to infrastructure and services at the
February was marginally greater than the design capacity of the site of 105 TEU per Aerodrome, there is an opportunity to expand existing activities and operations.
day. Similar to Mangalore Airport, the Horsham Aerodrome could support cadet pilot
training, and capture cadets from existing airports that are at capacity, such as
Due to the increase level of throughput activity on the site, the WIFT requires more
Moorabbin and Mangalore.
infrastructure to expand operations. Specifically, infrastructure is required to increase
the storage capacity of empty containers, increase capacity and accommodate
ACCESS TO ROAD AND RAIL
increasing throughput, and improve access and manoeuvrability.
Horsham is well serviced for road and rail infrastructure, which could be further
The WIFT precinct will continue to be Council’s major focus for industrial
utilised for freight and passenger transport.
development over the next 10 years, developing and implementing strategies to
further capitalise on the facility’s operations. The Horsham township is located at the juncture of three major highways; The
Western Highway, Wimmera Highway and Henty Highway. These highways provide
AERODROME vital links to Melbourne and Adelaide, as well as the regional cities of Ballarat and
Bendigo.
Horsham Aerodrome is a CASA registered aerodrome owned and operated by
Horsham Rural City Council. The Wimmera Intermodal Freight Terminal (WIFT) located in Dooen, transformed the
efficient transportation of grain handling and storage in the Wimmera. With an
The Aerodrome is located approximately 6 kilometres from the central business
increasing dependence on rail to transport grain, WIFT’s role in the broader region is
district of Horsham.
further affirmed. WIFT is a major drawcard for new agriculture businesses looking to
The Aerodrome comprises a total area of approximately 50 hectares (area inclusive establish in the Wimmera.
of privately owned facilities of Horsham Aviation Services) and is generally ‘L’ shaped
to encompass the two runways. INDUSTRIAL LAND AVAILABILITY AND INFRASTRUCTURE REQUIREMENTS
The current operations at the Aerodrome include a range of aeronautical activities There is ample industrial zoned land in the Council area, particularly in the Burnt Creek
including general aviation, flying training, gliding activities, joy flights, regular air Industrial Estate to the south east, Enterprise Estate on Plumpton Road, and Golf
ambulance services, emergency support during major emergency events such as Course Road to the south.
bushfires and floods, and some limited RAAF operations.
APPENDIX 10.3B
The Urban Development Program’s (UDP) Regional Industrial Program concluded
A draft Masterplan is currently underway for the Aerodrome. Initial recommendations that there is adequate stock of zoned industrial land to meet historical trends of
consider long term opportunities to improve and upgrade the Aerodrome in terms of consumption, as well as accelerated rates of industrial land demand for 15+ years
(as at 2011).
1
WIFT Business Case, 2006

There is an opportunity to diversify the land parcels to suit a variety of businesses in
terms of their land and infrastructure requirements.
Horsham is well positioned to attract industrial businesses that require larger land
holdings. However, there is also an opportunity to provide smaller ‘business’ ready
parcels.
APPENDIX 10.3B
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11.4. ECONOMIC INFRASTRUCTURE: STRATEGIES AND ACTIONS
STRATEGY 19 Lobby, advocate and attract funding for the delivery of priority infrastructure projects that will enable and encourage economic development
ACTION 19.1 Lobby and advocate for passenger rail services from Melbourne to Horsham. Technical Services / Planning Ongoing
& Economic Development /
DEDJTR / WDA
ACTION 19.2 Advocate for a Horsham Bypass. Technical Services / Planning Ongoing
DEDJTR
ACTION 19.3 Complete the Horsham Aerodrome Master Plan. Technical Services / Planning Medium term
DEDJTR
ACTION 19.4 Advocate for upgrades to major roads and highways, including improved connections of Technical Services / Planning Ongoing
these to Horsham’s industrial areas. & Economic Development /
DEDJTR
ACTION 19.5 Advocate for dual carriageway on the Western Highway. Technical Services / Planning Ongoing
DEDJTR / WDA
APPENDIX 10.3B
STRATEGY 20 Ensure adequate delivery of land for employment to support industry growth
ACTION 20.1 Commission the preparation of an Industrial Land Strategy, which includes the following: Planning & Economic Medium term
- Location of industrial zoned land;
Services
- Historical level of industrial land development activity;
- Amount and location of available supply of industrial land (years of supply);
- Assessment of the suitability of land;
- Land and infrastructure requirements to attract investment.
ACTION 20.2 Advocate for staged development of the WIFT Precinct site over the next 5 years. Planning & Economic Short to medium term
Services
APPENDIX 10.3B
URBAN ENTERPRISE 47
FEB-18
Urban Enterprise
389 St Georges Road,

Fitzroy North, Vic, 3068
(03) 9482 3888
APPENDIX 10.3B
HORSHAM RURAL CITY ECONOMIC
DEVELOPMENT STRATEGY 2017 - 2021
BACKGROUND DISCUSSION PAPER
FEBRUARY 2018 HORSHAM RURAL CITY COUNCIL
APPENDIX 10.3B
Urban Enterprise Urban Planning / Land Economics / Tourism Planning / Industry Software
AUTHORS
Kurt Ainsaar
Mike Ruzzene
Urban Enterprise
(03) 9482 3888
DISCLAIMER
APPENDIX 10.3B
responsibility in any way whatsoever to any person or organisation (other than that for which this report has
been prepared) in respect of the information set out in this report, including any errors or omissions therein.
In the course of our preparation of this report, projections have been prepared on the basis of assumptions
and methodology which have been described in the report. It is possible that some of the assumptions
underlying the projections may change. Nevertheless, the professional judgement of the members and
employees of Urban Enterprise Pty. Ltd. have been applied in making these assumptions, such that they
constitute an understandable basis for estimates and projections. Beyond this, to the extent that the
assumptions do not materialise, the estimates and projections of achievable results may vary.
CONTENTS
EXECUTIVE SUMMARY 1 4.2. KEY FINDINGS & IMPLICATIONS FOR THE EDS 40
1. BACKGROUND AND CONTEXT 4 4.3. VALUE OF THE TOURISM INDUSTRY 41
1.1. INTRODUCTION 4 4.4. TOURISM PRODUCT STRENGTHS 42
1.2. PROJECT METHODOLOGY 4 4.5. VISITATION 44
1.3. LOCATION CONTEXT 5 5. CONSIDERATIONS FOR THE EDS 51
2. STRATEGIC & POLICY CONTEXT 7 5.1. OVERVIEW 51
2.1. INTRODUCTION 7 5.2. KEY FINDINGS 51
2.2. KEY FINDINGS 7 5.3. BUSINESS AND INVESTMENT ATTRACTION 52
2.3. STATE POLICY & STRATEGY 8 5.4. RESIDENT ATTRACTION 53
2.4. REGIONAL POLICY & STRATEGY 9 5.5. DIVERSIFYING THE LOCAL ECONOMY 55
2.5. LOCAL POLICY & STRATEGY 12 5.6. PUBLIC SECTOR INDUSTRIES 58
3. ECONOMIC PROFILE 16 5.7. SUPPORT AND ENGAGE WITH EXISTING BUSINESS 58
3.1. INTRODUCTION 16 5.8. ROLE IN ECONOMIC DEVELOPMENT 60
3.2. KEY FINDINGS & IMPLICATION FOR EDS 16 5.9. GROWING THE VISITOR ECONOMY 61
3.3. STATE ECONOMIC OUTLOOK 17 5.10. MAJOR PROJECTS 65
3.4. LOCAL & REGIONAL INDUSTRY SECTORS 18 APPENDICES 67
3.5. EMPLOYMENT 26 APPENDIX A CONSULTATION STRATEGY 67
3.6. PROFILE OF KEY INDUSTRY’S IN HRCC 28 APPENDIX B HRCC COMMUNITY SURVEY RESULTS 68
APPENDIX 10.3B
3.7. DEMOGRAPHIC PROFILE 32 APPENDIX C HRCC BUSINESS SURVEY RESULTS 71
3.8. CENTRAL ACTIVITY DISTRICT ASSESSMENT 37
4. THE VISITOR ECONOMY 40
4.1. OVERVIEW 40
FIGURES TABLE 13 JOURNEY TO WORK – HORSHAM WORKERS – 2011 27
TABLE 14 ANNUAL ECONOMIC OUTPUT – AGRICULTURE, FORESTRY & FISHING – SUB
FIGURE 1 WIMMERA SOUTHERN MALLEE REGION 5
SECTORS 28
FIGURE 2 LOCATION CONTEXT – HORSHAM RURAL CITY 6
TABLE 15 SUMMARY OF ECONOMIC INDICATORS – AGRICULTURE, FORESTRY &
FIGURE 3 POPULATION GROWTH IN HRCC / WSMR – 2006 TO 2031 32
FISHING 28
FIGURE 4 AGE PROFILE – HRCC & REGIONAL VICTORIA - 2011 34
TABLE 16 NUMBER OF FARMS, BY INDUSTRY CLASSIFICATION – NORTH WEST REGION
FIGURE 5 FAMILY COMPOSITION – HRCC - 2011 34
– 2014/15 29
FIGURE 6 DWELLING TYPE – HRCC - 2011 35
TABLE 17 PRICES RECEIVED FOR AGRICULTURAL COMMOD0TIES – 2013 TO 2018
FIGURE 7 DWELLING STRUCTURE – HRCC - 2011 35
(FORECAST) 29
FIGURE 8 TENURE – HRCC - 2011 35
TABLE 18 ANNUAL ECONOMIC OUTPUT – MANUFACTURING – SUB SECTORS 30
FIGURE 9 MEDIAN HOUSE PRICE GROWTH – 2006 TO 2015 36
TABLE 19 SUMMARY OF ECONOMIC INDICATORS - MANUFACTURING 30
FIGURE 10 OVERVIEW OF HORSHAM CAD 37
TABLE 20 SUMMARY OF ECONOMIC INDICATORS - CONSTRUCTION 31
FIGURE 11 ALL TRIPS (DOMESTIC & INTERNATIONAL) - 2012 TO 2016 44
TABLE 21 SUMMARY OF ECONOMIC INDICATORS – HEALTH CARE & SOCIAL
FIGURE 12 NUMBER OF DAY TRIPS – 2012 TO 2016 45
ASSISTANCE 31
FIGURE 13 REASON FOR VISIT – DAY TRIPS – 2012 TO 2016 (AVE) 45
TABLE 22 POPULATION – 2006 TO 2031 – HRCC 32
FIGURE 14 NUMBER OF OVERNIGHT TRIPS – 2012 TO 2016 46
TABLE 23 POPULATION – 2006 TO 2031 – WSMR 32
FIGURE 15 REASON FOR VISIT – OVERNIGHT VISITORS – 2012 TO 2016 (AVE) 46
TABLE 24 AGE PROFILE – 2006 TO 2031 – HRCC & WSMR 33
FIGURE 16 ACCOMMODATION – OVERNIGHT VISITORS - HORSHAM - 2016 48
TABLE 25 SEIFA – VICTORIAN LOCAL GOVERNMENT AREAS - 2011 36
FIGURE 17 REASON FOR VISIT – INTERNATIONAL VISITORS – 2012 TO 2016 (AVE) 50
TABLE 26 RETAIL AND COMMERCIAL FLOORSPACE, HORSHAM CAD – 2011 & 2013 38
TABLE 27 ANNUAL RETAIL EXPENDITURE – HRCC & WSMR 38
TABLES TABLE 28 TOURISM INDUSTRY – HORSHAM - 2016 41
TABLE 29 BREAKDOWN OF VISITATION (AVERAGE) – 2012 TO 2016 44
TABLE 1 INDUSTRY SECTOR BY ECONOMIC OUTPUT 18
TABLE 30 ACTIVITIES UNDERTAKEN – OVERNIGHT VISITORS – HORSHAM - 2016 47
TABLE 2 EMPLOYMENT BY INDUSTRY SECTOR 19
TABLE 31 AVERAGE LENGTH OF STAY – HORSHAM - 2016 48
TABLE 3 REGIONAL EXPORTS 20
TABLE 32 ORIGIN – OVERNIGHT VISITORS - HORSHAM - 2016 49
TABLE 4 PROPULSIVE INDUSTRY 21
TABLE 33 AGE PROFILE – OVERNIGHT VISITORS – HORSHAM - 2016 49
TABLE 5 SUMMARY OF INDUSTRY SECTORS 22
TABLE 6 ECONOMIC OUTPUT BY INDUSTRY SECTOR - WSMR 23
APPENDIX 10.3B
TABLE 7 EMPLOYMENT BY INDUSTRY - WSMR 24
TABLE 8 REGIONAL EXPORTS BY INDUSTRY SECTOR – WSMR 25
TABLE 9 CHANGE IN EMPLOYMENT BY INDUSTRY - 2006 TO 2016 26
TABLE 10 STATUS OF EMPLOYMENT – 2011 27
TABLE 11 OCCUPATION – 2011 27
TABLE 12 JOURNEY TO WORK – HORSHAM RESIDENTS – 2011 27
ACKNOWLEDGMENTS PAO – Public Acquisition overlay
Urban Enterprise would like to acknowledge the contributions made by Horsham RDV – Regional Development Victoria
Rural City Council, businesses and residents for attending consultation sessions and SEIFA – Socio Economic Index for Areas
providing input through surveys.
SPPF – State Planning Policy Framework
ACRONYMS TRA – Tourism Research Australia
ABARES – Australian Bureau of Agricultural and Resource Economics and Sciences TSA – Tourism Satellite Account
ABS – Australian Bureau of Statistics UDP – Urban Development Program
ALOS – Average Length of Stay VIF – Victoria In Future
ANZSIC – Australia New Zealand Standard Industry Classification WDA – Wimmera Development Association
CAD – Central Activity District WIFT – Wimmera Intermodal Freight Terminal
CRMS – Customer Relationship Management System WSMR – Wimmera Southern Mallee Region
EDS – Economic Development Strategy
GLOSSARY OF TERMS
FTE – Full Time Equivalent
Domestic day trip visitor - Those who travel for a round trip distance of at least 50
GRP – Gross Regional Product kilometres, are away from home for at least 4 hours, and who do not spend a night
HRCC – Horsham Rural City Council away from home as part of their travel. Same day travel as part of overnight travel
is excluded.
IVS – International Visitor Survey
Domestic overnight visitor - People aged 15 years and over who undertake an
LGA – Local Government Area overnight trip of one night or more and at least 40 kilometres away from home are
LPPF – Local Planning Policy Framework referred to as overnight visitors. Only those trips where the respondent is away from
home for less than 12 months are in scope of the NVS.
MSS – Municipal Strategic Statement
International visitor - A person is defined as an international visitor to Australia if
APPENDIX 10.3B
they are currently a resident overseas, have been in Australia for less than one year
NEIS – New Enterprise Incentive Scheme and are aged 15 years or over.
NVS – National Visitor Survey
EXECUTIVE SUMMARY
• Expand the investment in renewable energy sectors and small towns;
PROJECT BACKGROUND
• Mineral sands mining and the significant economic impact that would be
Horsham Rural City Council (HRCC) engaged Urban Enterprise to prepare an generated (expenditure, employment, wages and salaries, exports);
Economic Development Strategy (EDS) for 2017 to 2021.
• Develop tourism product with a focus on food and wine, nature based,
The aim of the strategy is to strengthen, enhance and further diversify the existing indigenous, sport and recreation, and arts and cultural tourism;
economic, tourism and industrial base in the City through a strategic and • Facilitate a critical mass of industrial activity in existing industrial precincts;
collaborative approach, which leads to sustainable growth that improves the wealth • Encourage the clustering of industry to promote synergy. For example, intensify
and wellbeing of the community. health care, social assistance and medical services in proximity to the existing
hospital precinct;
STRATEGIC CONTEXT
• Build on the Rural City’s liveability through the promotion of social cohesion,
Based on a review of local and regional strategy and policy, the priority objectives and the sustainable development of public infrastructure and services;
for economic development in Horsham and the broader Wimmera Southern Mallee • Attract and accommodate new residents in locations that provide access to
are focussed around supporting major industry such as Agriculture and infrastructure and services, and does not adversely affect productive
Manufacturing, improving liveability, fostering growth opportunities in new and agricultural land; and
emerging industries that capitalise on the region’s competitive advantages and
• Continue to encourage the Central Activity District of Horsham as a vibrant hub
attracting new business and residents.
that supports a mix of retail, office, food and beverage, entertainment,
A key strength of the region is the considerable agriculture production and the community and cultural activity.
opportunity to leverage further from value-add production, advancements and
State tourism strategies such as Victoria’s Tourism 2020 Strategy and the Visitor
development of farming technology, consolidation of land holdings and capitalising
Economy Strategy identify the need to improve destinations through investment in
on water security as a result of the Wimmera-Mallee pipeline.
attractions, experiences and accommodation. This is particularly relevant for
There is, however, an objective to further diversify the local economy to create Horsham in terms of regional strengths in nature based tourism, food and wine, and
greater resilience. Horsham’s role as a regional City in the broader Wimmera sees it arts and culture.
APPENDIX 10.3B
well-placed to accommodate growth in public service industries such as health and
Other key strategies include growing events, improving marketing and branding, and
education, as well as industries that develop more organically through an increase
more effective coordination and collaboration between regions.
in population and activity such as retail, food and accommodation, entertainment
and recreation, construction and professional services. Considerations and recommendations in this Discussion Paper align with strategic
objectives and local and regional policy.
Some of the key strategic economic development opportunities identified for
Horsham Rural City include:
URBAN ENTERPRISE 1
FEB-18
ECONOMIC PROFILE The overarching objectives for economic development in Horsham Rural City are as
follows:
Economic conditions in Victoria remain strong and the outlook is positive. The State
economy grew by 3.3% in the 2015/16 financial year, which is higher when compared • Strengthen engagement, relationships and communication with existing and
with the average over the past decade. new business.
Victoria is well serviced and well positioned to accommodate growth, as the State • Attract, retain and support industry that align with the competitive strengths of
contains high quality education institutions, a culturally diverse population, strong Horsham Rural City.
technological capability, a positive business environment, quality infrastructure and • Improve the liveability for Horsham Rural City’s residents through investment
services, agriculturally productive land and significant natural assets. and development of community infrastructure and the provision of public
services.
Horsham Rural City’s economy is largely driven by Agriculture; both dry land
• Develop Horsham as a destination in its own right and grow the visitor economy
broadacre farming (grain and pulse production) and livestock grazing,
through product development, event development and procurement, and
Manufacturing; specifically cleaning, food, metal and transport products and
marketing and promotion.
equipment, Construction, as well as public sector industries including Health,
Education and Public Administration and Safety. These industries are vital to the
local economy in terms of employment, wages and salaries and local supply chain
networks.
employment growth of 2% between 2006 and 2016. Industry sector’s that
experienced the highest growth in employment in that time are Health Care and
Social Assistance (23%), Accommodation & Food Services (11%), Electricity, Gas,
Rental & Hiring (8%) and Manufacturing (8%).
include Rental, Hiring & Real Estate Services (-14%), Agriculture (-13%), Financial &
Insurance Services (-9%), Professional & Scientific Services and Retail (-5%). The
reduction in professional services jobs is an area that needs active intervention.
Knowledge industry sector jobs will be critical for the success of a regional city such
APPENDIX 10.3B
as Horsham.
Due to Horsham’s role as a major industry service centre for the Wimmera Southern
Mallee region, job containment is significantly high at 92%, with a small proportion
of the population travelling to Yarriambiack and Hindmarsh for employment.
HORSHAM EDS – BACKGROUND DISCUSSION PAPER & STRATEGY FRAMEWORK

2 HRCC
THE VISITOR ECONOMY CONSIDERATIONS FOR THE EDS
Horsham has a range of tourism strengths that could be further leveraged in order Considerations for the Horsham Rural City Economic Development Strategy have
to increase domestic and international visitation, facilitating growth in the visitor been summarised as follows:
economy.
• Business and Investment Attraction;
Horsham’s visitation has grown at a steady rate over the past five years, but is • Resident Attraction;
largely driven by daytrip visitation, most likely from the broader Wimmera region.
• Diversifying the Local Economy;
The key driver of visitation is attributed to business, holiday/leisure and event
visitors. • Public Sector Industries;
• Support & Engage Existing Business;
There is an opportunity to attract a greater proportion of domestic overnight
holiday/leisure visitors through development of Horsham as a visitor destination. • Role in Economic Development;
This could be achieved through a range of opportunities in outdoor and adventure, • Growing the Visitor Economy; and
food and beverage, sport and recreation, arts and culture and nature-based activities. • Major Projects.
The key opportunities for tourism development include:
• Tourism uses along the Wimmera River (e.g. food and beverage,
conference/function centre, accommodation, public art installation, recreation
infrastructure);
• Food and beverage (e.g. destination dining);
• Festivals and events (aligning with regional tourism strengths);
• Arts and culture (e.g. Horsham Town Hall and Regional Art Gallery events,
Indigenous history/heritage interpretation);
• Natural assets (waterways, Mt Arapiles, Wartook Valley);
• Self-drive / stopover visitors;
• Destination branding.
APPENDIX 10.3B
URBAN ENTERPRISE 3
FEB-18
1. BACKGROUND AND CONTEXT
1.1. INTRODUCTION
Horsham Rural City Council (HRCC) engaged Urban Enterprise to prepare an Tourism & The Visitor Economy
Economic Development Strategy (EDS) for 2017 to 2021.
Assessment of domestic and international visitation to the Council area including the
The aim of the strategy is to strengthen, enhance and further diversify the existing identification of key visitor markets (travel groups, age profile, length of stay, activities
economic, tourism and industrial base in the City through a strategic and undertaken and visitor origin).
collaborative approach, which leads to sustainable growth that improves the wealth
This stage provides an overview of the local and regional tourism strengths and
and wellbeing of the community.
identifies certain gaps in tourism product and development.
Consultation
1.2. PROJECT METHODOLOGY
A thorough consultation process included a series of workshops, one-on-one
The following methodology was adopted for this strategy. meetings and online surveys to engage stakeholders.
Strategic & Policy Context Industry representatives, businesses, referral authorities, Council staff and
A comprehensive review of existing literature pertaining to Horsham Rural City and Councillors, and the community were consulted as part of this project.
the Wimmera Southern Mallee’s economy, which includes existing objectives and Proposed Strategy Framework
strategies for promoting economic growth in the region.
Based on the extensive background research and analysis, along with the
Economic & Demographic Profile comprehensive consultation process, a strategy framework is proposed by identifying
An assessment of Horsham Rural City and Wimmera Southern Mallee’s economy overarching objectives for economic development in HRCC from 2017 to 2021.
using indicators such as Gross Regional Product (GRP), output, regional exports and Reporting
employment. An analysis of local industry will identify propulsive, emerging and
growth sector’s. The HRCC EDS provides two key outputs:
APPENDIX 10.3B
This stage also includes a profile of Horsham’s demographics including historical & • Background Discussion Paper and Strategy Framework; and
future population growth, age profile, level of disadvantage, housing, income and • Economic Development Strategy.
occupation.
HORSHAM EDS - BACKGROUND DISCUSSION PAPER & STRATEGY FRAMEWORK

4 HRCC
1.3. LOCATION CONTEXT
Horsham Rural City is located approximately 300 km west of Melbourne and 400 km FIGURE 1 WIMMERA SOUTHERN MALLEE REGION
east of Adelaide.
The township of Horsham is well serviced for road infrastructure as it sits at the
juncture of three major highways: Western Highway, Wimmera Highway and Henty
Highway.
The Council area is one of five that make up the Wimmera Southern Mallee region
along with Hindmarsh, Yarriambiack, West Wimmera and Northern Grampians.
Figure 1 shows the Wimmera Southern Mallee region.
Figure 2 provides an overview of Horsham Rural City’s location including proximity
to key economic, natural and enabling infrastructure assets.
APPENDIX 10.3B
Source: Urban Enterprise 2017
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Horsham Rural City
Locational Context Little Desert
Council Boundary
wy
ty H
Hen
Wes
Wimmera Hwy
Major Highways
tern
Hwy
Longerenong
Wimmera River Natimuk Lake
Wimmera Hwy Horsham
Nature Based Assets Mount Arapiles Natimuk Taylors Lake
Dock Lake
Tooan State Park
Pine Lake
Green Lake
We
Lakes ste
rn
Hw
y
wy
ty H
Hen
Mt Zero
Jilpanger Nature
Conservation
Reserve
Lake Toolondo
APPENDIX 10.3B
Wartook
Black Range
State Park
Grampians National Park

2. STRATEGIC & POLICY CONTEXT
services. Some of the key strategic economic development opportunities identified
2.1. INTRODUCTION for Horsham Rural City include:
An assessment of state and local strategic documents has been undertaken to • Expand the investment in renewable energy sectors and small towns;
summarise existing research that may have implications for the economic • Mineral sands mining and the significant economic impact that would be
development strategy. generated (expenditure, employment, wages and salaries, exports);
This section provides a review of relevant background documents including existing • Develop tourism product with a focus on food and wine, nature based,
council policy and strategic reports. This consists of key literature that will underpin indigenous, and arts and cultural tourism;
the economic vision, objectives and proposed economic development framework for • Facilitate a critical mass of industrial activity in existing industrial precincts;
Horsham Rural City for 2017- 2021. • Encourage the clustering of industry to promote synergy. For example,
intensify health care, social assistance and medical services in proximity to
the existing hospital precinct;
2.2. KEY FINDINGS
• Build on the Rural City’s liveability through the promotion of social cohesion,
Based on a review of local and regional strategy and policy, the priority objectives and the sustainable development of public infrastructure and services;
for economic development in Horsham and the broader Wimmera Southern Mallee • Attract and accommodate new residents in locations that provide access to
are focussed around supporting major industry such as Agriculture and infrastructure and services, and does not adversely affect productive
Manufacturing, improving liveability, fostering growth opportunities in new and agricultural land; and
emerging industries that capitalise on the region’s competitive advantages and
• Continue to encourage the Central Activity District of Horsham as a vibrant hub
attracting new business and residents.
that supports a mix of retail, office, food and beverage, entertainment,
A key strength of the region is the considerable agriculture production and the community and cultural activity.
opportunity to leverage further from value-add production, advancements and State tourism strategies identify the need to improve regional destinations through
development of farming technology, consolidation of land holdings and capitalising investment in attractions, experiences and accommodation. This is particularly
on water security as a resultant of the Wimmera-Mallee pipeline. relevant for Horsham in terms of regional strengths in nature based tourism, food
APPENDIX 10.3B
There is, however, an objective to further diversify the local economy to create and wine, and arts and culture.
greater resilience. Horsham’s role as a regional City in the broader Wimmera sees Other key strategies for tourism industry growth include growing events, improving
it well-placed to accommodate growth in public service industries such as health, marketing and branding, and more effective coordination and collaboration
education and arts and culture, as well as industries that develop more organically between regions.
through an increase in population and activity such as retail, food and Considerations and recommendations in this Discussion Paper align with strategic
accommodation, entertainment and recreation, construction and professional objectives and local and regional policy.
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2.3. STATE POLICY & STRATEGY
STATE PLANNING POLICY FRAMEWORK (SPPF) Clause 17 sets out objectives and strategies for commercial business, industry and
tourism. In regard to Tourism (Clause 17.03-1) identifies the need to ‘encourage
Clause 11 tourism development to maximise the employment and long-term economic, social
The objective for Clause 11.15 in the SPPF is ‘to encourage growth throughout the and cultural benefits of developing the State as a competitive domestic and
region and create a network of integrated and prosperous settlements.’ international tourist destination’.
Relevant strategies to achieve this objective include: This will be achieved through the following Strategies:
• Support the role of Horsham as the key population and employment centre for • Encourage the development of a range of well-designed and located tourist
the region. facilities, including integrated resorts, motel accommodation and smaller scale
operations such as host farm, bed and breakfast and retail opportunities.
• Support the ongoing growth and development of Edenhope, Hopetoun, Nhill, St
Arnaud, Stawell and Warracknabeal as the key service hubs within their sub- • Seek to ensure that tourism facilities have access to suitable transport and be
regional communities of interest. compatible with and build upon the assets and qualities of surrounding urban
or rural activities and cultural and natural attractions.
• Support the regional role of Horsham Central Activities District in providing
higher order commercial and retail services.
VICTORIA’S 2020 TOURISM STRATEGY
• Provide local and some sub-regional services in Dimboola, Kaniva and Murtoa.
• Provide an ongoing supply of infill and greenfield residential land, particularly in Victoria’s 2020 Tourism Strategy provides a clear vision for how the tourism industry
Horsham and district towns. can increase its economic and social contributions to the State.
• Support investment in higher order services and facilities at Horsham that cater Relevant priorities for Horsham include:
for a regional catchment.
Raise awareness of key regional destinations and experiences in interstate and
• Support regeneration of Horsham North through better access, community intrastate markets.
infrastructure and housing.
• Introduce and expand the Regional Tourism Partnership Program. Initially this
Clause 17 will bring together the Regional Marketing, Tourism Excellence, Digital
Economic Development (Clause 17) of the State Planning Policy Framework states Excellence and Regional Tourism Board Support programs.
APPENDIX 10.3B
that planning is to ‘provide for a strong and innovative economy, where all sectors of • Meet current and future consumer demand of high yielding consumers for spa
the economy are critical to economic prosperity.’ This is to be achieved through: and wellbeing, food and wine, nature based and art and cultural experiences.
• Supporting and fostering economic growth and development by providing land; Build on Victoria’s position as a leading event state
and
• Focus on enhancing the current Victorian events calendar through funding of
• Facilitating decisions, and resolving land use conflicts, so that each district may strategic major events.
build on its strengths and achieve its economic potential.

8 HRCC
• Increase destination exposure through international event broadcasts and • Maximising the benefits of events
online. • Improved experiences for visitors from Asia
• Work to attract and build events in regional Victoria. • Better tourism infrastructure
Facilitate and support priority investment projects • Improved access into and around Victoria
• Increase yield by supporting major investment in priority regions. • Skilled and capable sector
• Support and identify changes to planning and other regulations across Local, • More effective coordination.
State and Commonwealth Governments and remove unnecessary barriers to The visitor economy is particularly important to regional and rural Victoria, with 56%
investment, and approval processes to reduce unnecessary costs and provide of Victoria’s total tourism employment located in the regions.
certainty.
Encouraging more intrastate and interstate travel to regional Victoria is a key growth
• Release the Victorian Trails Strategy that will provide for the development of opportunity. Victorians make up 81% of all overnight visitors to regional Victoria, while
Victoria’s cycling, walking and multi-use off-road trails to drive visitation and a further 16% are interstate visitors.
establish key directions for trails planning, development, management and
marketing.
• Support investment in infrastructure to enhance existing strengths in food and 2.4. REGIONAL POLICY & STRATEGY
wine and spa and wellbeing.
REGIONAL DEVELOPMENT FOCUS, REGIONAL DEVELOPMENT VICTORIA (RDV)
Support investments which enhance the State’s nature based tourism products, such
as completing high end walking experiences and associated accommodation The Wimmera Southern Mallee region consists of five Council areas in western
development. Victoria: Hindmarsh, Horsham, Northern Grampians, West Wimmera and
Yarriambiack. The following information is sourced from RDV.
• Support the establishment of infrastructure (e.g. roads, transport, signage) to
meet the needs of an increase in visitor numbers with a focus on markets with Economic Base
diverse language and cultural needs.
The Wimmera Southern Mallee has been historically supported by broadacre
• Support the development of regional destination management plans to help agriculture with many small, rural communities surrounding the regional centre of
realise identified investment priorities. Horsham.
VICTORIAN VISITOR ECONOMY STRATEGY Expansion of high-value production, and potential for new enterprises arising from
APPENDIX 10.3B
the Wimmera-Mallee Pipeline, are becoming increasingly important to the regional
The Visitor Economy Strategy’s goal is to increase visitor spending by 2025 and economy.
identifies nine priorities to achieve this goal:
Opportunities
• More private sector investment
• Build on the potential of regional and rural Victoria • Developing the minerals sands industry in the Murray Basin.
• Improved branding and marketing
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• Track record of collaboration and partnership to deliver major initiatives • Destination; and
including the Wimmera-Mallee Pipeline, and a study into large-scale solar • Human Capital.
prospects for the region.
• Leveraging new investment from increased water security in the region as a WIMMERA SOUTHERN MALLEE REGIONAL GROWTH PLAN (MAY 2014)
result of the Wimmera-Mallee Pipeline.
The Wimmera Southern Mallee Regional Growth Plan provides direction for regional
• Expanding the investment in renewable energy sectors and small towns. land use and development and provides a planning framework for the rural city of
• Developing new nature-based and Indigenous tourism products in and around Horsham.
the Grampians National Park.
The Plan recognises that the agriculture industry will continue to lead the regional
Challenges economy, with broad acre cropping and grazing the most widespread land uses.
• Horsham has experienced steady growth in recent years, but an overall ageing The region is nationally significant in respect of cereal, pulse and oilseed production.
population, and population decrease within the region, has prompted Niche agriculture includes horticulture, viticulture, piggeries and intensive poultry
investigation into new measures to stabilise and/or grow populations, farms. Manufacturing is a key sector in terms of output and employment. On a
particularly in smaller communities. regional level, the industry is dominated by food manufacturing including poultry and
• The impact of climate change on agricultural production, water supply and other meat processing.
security present challenges to regional communities and industries. External factors such as climate, global commodity prices and the exchange rate can
• The region recognises it can no longer rely almost exclusively on its agricultural pose threats to stable economic growth but also present opportunities such as
economic base and is seeking to diversify industry, attract new investment and increased global food demand.
develop new industries through education, infrastructure and broadband
The Wimmera Mallee Pipeline provides more reliable and higher quality water to many
connectivity.
rural areas and allows increased water allocations to support economic development.
WIMMERA DEVELOPMENT ASSOCIATION (WDA), STRATEGIC PLAN 2016 - 2020 The tourism sector is a key component of the regional economy, and is primarily
driven by visitation to natural assets, including national and state parks, waterways
The Wimmera Development Association is the region’s peak body with the primary
and lakes.
focus on facilitating sustainable development in the region. Specifically, WDA’s core
role is to ‘promote, encourage and facilitate the Sustainable Development of the There are significant deposits of minerals in the region, including gold mining in
Wimmera through a range of economic, social and environmental opportunities.’ Northern Grampians Shire and mineral sands in the western and northern parts of
APPENDIX 10.3B
the region.
WDA’s Strategic Plan outlines a set of objectives for development and include the
following: The Plan also recognises that Horsham is the major service centre for the Wimmera
South Mallee Region and provides a wide range of services to the broader region and
• Jobs and Industry Development;
adjoining areas. The Plan anticipates that the major growth of the region will occur
• Infrastructure; in Horsham and supporting development and investment that is consistent with
• Transport and Liveability;

10 HRCC
Horsham’s status as a regional city and the largest town in Wimmera Southern • Provide a comprehensive growth plan for Horsham which integrates transport
Mallee is crucial. and land use planning;
The Plan identifies key challenges for growth that are relevant to Horsham, including: • Build on the strengths of the region’s communities of interest in planning for
growth, development and services with each providing adequate housing,
• Providing suitable housing to attract new residents and accommodate the employment and service opportunities.
needs of the regions ageing population;
Relevant future directions for delivering regional growth include:
• Limited utility services in the region, such as natural gas, present potential
constraints to growth; • Support and protect agriculture as the key rural land use and driver of the
• Improving telecommunication services to better connect services and attract regional economy;
business to the region; • Encourage diversification and value adding to agricultural production;
• Connecting fragmented habitats to help restore environmental health and • Develop clusters of economic activity based on locational advantages and
enhance landscapes is critical for underpinning the region’s economic infrastructure;
prosperity, including agriculture and tourism; • Encourage the provision of infrastructure to support diversification and
• Overcoming labour and skills shortages and the loss of youth from the region to transition of agricultural activities over time;
support economic growth; • Help diversify the local economy by generating energy locally from a range of
• Future climate change predictions suggest the region may experience an renewable sources;
increased frequency of drought and that bushfires and high rainfall events may • Protect significant earth resources from incompatible land use and
be more severe; development;
• Positioning the region for growth through developing agricultural knowledge and • Encourage the development of the tourism sector by building on strengths
skills and diversification of agricultural products. around environment and heritage assets and agriculture;
The Plan supports a greater diversification of housing choice and density, particularly • Enhance Halls Gap and the Grampians National Park as a tourism focal point
around Horsham and district towns in locations close to retail amenity, transport for the region;
networks and other community services and facilities. • Support commercial activity within the Wimmera Southern Mallee’s towns and
Future directions relevant to Horsham’s liveability include: key settlements to encourage economic self-sufficiency and ensure access to
services;
• Support development and investment that is consistent with Horsham’s status
• Support the regional role of Horsham’s Central Activities District to provide
APPENDIX 10.3B
as a regional city and the largest town in Wimmera Southern Mallee;
higher order commercial services to the region; and
• Accommodate Horsham’s residential growth through infill development and
• Support agriculture and protect its long-term growth from unsuitable urban
targeted greenfield development;
development and land use change.
• Consolidate the regional significance of the Horsham Central Activities District
by providing additional retail and office floorspace over the life of the plan;
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2.5. LOCAL POLICY & STRATEGY
• Town Centre (Horsham Central Activity District (CAD),
MUNICIPAL STRATEGIC STATEMENT (CLAUSE 21)
• Existing Urban Area (Outside of CAD),
Amendment C75 to the Horsham Planning Scheme seeks to replace the existing
• Strategic Infill Sites,
Municipal Strategic Statement (MSS) (Clauses 21 to 21.05) with a new MSS
• Regeneration and growth areas to the north and west of Horsham.
(Clauses 21 to 21.14).
Objectives relevant to the Economic Development Strategy detailed in Clause 21.05-
Council conducted a review of the Horsham Planning Scheme in 2010 as required by 2 include:
Section 12B of the Planning and Environment Act 1987. The review made 310
• To maximise opportunities for growth within Horsham CAD and Horsham’s
recommendations for changes to the Planning Scheme.
urban area.
Clause 21.03 (Council Plan) • To identify opportunities for sustainable future growth outside of the Horsham
The 2014-2018 Council Plan identifies a number of core values and guiding principles urban area.
that relate to the use and development of land. The following objectives and Clause 21.05-3 (Horsham Central Activity District)
strategies seek to provide direction for the use and development of land in achieving
the outcomes sought by the Council Plan. The Horsham Central Activities District will continue to develop as the regional centre
serving the Wimmera, providing a range of shopping, entertainment, business, civic,
Objectives relevant to the Economic Development Strategy detailed in the Council recreational and cultural facilities and services to residents and visitors.
Plan include:
• Develop Horsham and the municipality as a diverse, inclusive and vibrant 3 include:
community.
• To reinforce Horsham CAD as the regional centre serving the Wimmera and
• Meet community and service needs through provision and maintenance of
Southern Mallee region.
infrastructure.
• To maintain a compact and integrated CAD.
Clause 21.05-2 (Horsham Framework for Managing Growth)
• To support the on-going growth and development of the retail and commercial
Over the next thirty years, Horsham will offer sustainable opportunities for growth sector in the Horsham CAD.
and will develop as a distinctive regional city, renowned for its stunning natural • To promote the on-going development of community and social infrastructure.
landscapes, lifestyle and recreational attributes. Connecting Melbourne and Adelaide
APPENDIX 10.3B
and a network of towns and communities in Victoria’s western region, Horsham will Clause 21.05-5 (Natimuk)
utilise this position to provide a diverse range of business opportunities with a key Objectives and strategies relevant to the Economic Development Strategy detailed in
focus on agricultural research and production. Clause 21.05-5 include:
Short to medium term urban growth opportunities for Horsham should be focused in • To promote residential development, at a range of lot sizes, to attract additional
the following areas: residents to the town.

12 HRCC
• To encourage continued economic development in Natimuk. • To facilitate the establishment if industry that add-values to primary produce
• Facilitate tourist related development associated with the Mount Arapiles- and raw materials through their manufacture, packaging and transportation.
Tooan State Park in Natimuk. Clause 21.06-4 (Agriculture)
• Support home based businesses in Natimuk.
Agriculture is projected to remain the key economic driver of the Wimmera Southern
Clause 21.06-2 (Industry) Mallee region. Protection of land and water resources and support for agricultural
productivity improvements will enhance the region’s economic base and meet
Objectives and strategies relevant to the Economic Development Strategy detailed in
growing export demands. Opportunities to build on the agricultural industry will be
Clause 21.06-2 include:
supported by encouraging a range of related activities such as value adding industry,
• To facilitate the development of land for industrial purposes. new commodities, specialist services, research and education and improved
• Encourage industrial development within the regional centre in established transport connections to export markets.
industrial zones serviced by infrastructure, including good road access. Objectives and strategies relevant to the Economic Development Strategy detailed in
• Encourage light industrial activity north of Plumpton Road, ensuring an Clause 21.06-4 include:
adequate buffer to the proposed Wimmera River South of residential area.
• To support research and innovation in agriculture.
• Encourage the restructuring of industrial development in areas where
residential land use has been allowed to encroach. • Support the establishment of agricultural research and development
centres.
• Ensure sensitive land uses are not permitted to encroach on land identified
for industrial development. • Support the ongoing use and development of the Grains Innovation Park
and Longerenong College.
• Facilitate the establishment of a cluster of industrial activities around the
new saleyards located south east of the regional centre to ensure • To support agriculture as an important element of the municipality’s economic
development occurs in a way which minimises potential impacts from and employment base.
inundation from the nearby Burnt Creek. • Support diversification of farming activities which support a sustainable
• Review the Wimmera Industrial Land Capability Study. agricultural economy.
• Support agricultural value adding industries within the municipality.
Clause 21.06-3 (Wimmera Intermodal Freight Terminal Precinct)
Clause 21.06-5 (Intensive Agriculture)
3 include: The Wimmera Mallee Pipeline constitutes a significant investment in upgrading water
APPENDIX 10.3B
supply to towns and rural areas and presents opportunities for intensive agriculture
• Ensure the precinct comprises industry involved in the storage and transfer of through improved water security. Horsham also has sufficient land and infrastructure
primary produce and raw materials from farm-road-rail, for eventual transport to to cater for related transport, logistics and industry functions associated with growth
sea-ports and international markets beyond. of intensive agricultural production.
• To ensure the precinct is supported by a range of complimentary activities and
Niche agricultural uses in the municipality include horticulture, viticulture, and
businesses, including container park facilities, large volume container packing,
intensive animal husbandry.
bulk loading and warehousing facilities.
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Objectives relevant to the Economic Development Strategy detailed in Clause 21.06- • Identify housing, transport, infrastructure, and support service needs
5 include: associated with mining and extractive industry and plan to manage any
impacts in advance of the commencement of mining.
• To develop a more diverse and productive intensive agriculture industry.
Clause 21.11-3 (Horsham Rail Corridor)
Clause 21.06-6 (Tourism)
• To plan for the redevelopment of the Horsham Rail Corridor.
• To facilitate the development of the tourism sector.
• Prepare a master Plan for the redevelopment of the Horsham Rail Corridor.
• Encourage the use and development of land for purposes that will
encourage visitors to increase their length of stay within Horsham while • Liaise with VicRoads and the Australian Rail Track Corporation on the
protecting existing amenity. potential for concurrent implementation of the rail and highway bypasses
to reduce the costs of both. This liaison should proceed only upon
• Encourage tourist related development associated with Mt Arapiles-Tooan
finalisation of the route alignment for the Western Highway Bypass.
State Park to be located in the nearby township of Natimuk.
• Investigate options for new development in the rail corridor in Horsham
• Encourage small scale environmentally sensitive tourist developments in
North, including adjacent industrial land, taking into account of the potential
the Wartook area adjacent to the Grampians National Park.
for staged development, inclusive of any future relocation of the Melbourne
• To support the creation of the Grampians Peaks Trail and associated tourist Adelaide Ralline.
development.
• Facilitate the relocation of industrial uses away from the rail corridor in
• Support the implementation of the Grampians Peaks Trail Master Plan. Horsham North.
• To support the creation of the Grampians Way. • Facilitate improved transport connections (road, bicycle, pedestrian)
• Support the implementation of the Grampians Way across the rail corridor.
Clause 21.06-8 (Mining and Extractive Industry) • Facilitate the beautification of the Horsham Rail corridor.
Objectives and strategies relevant to the Economic Development Strategy detailed in Clause 21.11-4 (Horsham Airport)
Clause 21.06-8 include: Objectives and strategies relevant to the Economic Development Strategy detailed in
• To create prosperity through the continued growth of the mining sector. Clause 21.11-4 include:
APPENDIX 10.3B
• Facilitate and encourage the development of mineral sand deposits and • To facilitate further development of the Horsham Aerodrome for airport uses.
associated activity. • Maintain the operation of the Horsham Aerodrome for aviation and related
• Ensure urban growth and rural residential is not directed to areas where it services.
would limit the ability to exploit valued earth resources. • Provide land in the Horsham Aerodrome for passenger air services and
related activities.

14 HRCC
• Prepare a Master Plan for the Horsham Aerodrome and implement its LOCAL PLANNING POLICY FRAMEWORK (LPPF)
recommendations.
Clause 22
• Upgrade the east/west and north/south runways to a standard that
facilitates their use by emergency services aircraft. Clause 22 in the LPPF outlines specific policies relating to local planning issues. In
regard to tourism there are specific clauses guiding development in the Wartook
• Plan for the restructuring of the local road network resulting from the
construction of the Horsham Highway bypass, and the extension of the Tourist Area (Clause 22.05), Natimuk and Mt Arapiles Area Tourism Policy (Clause
runways. 22.06) and the Natimuk Township (Clause 22.07).
• Protect future expansion opportunities by preventing residential These policies are centred around regulating development of the areas to protect the
development in the surrounding area. character of the areas and ensure a continued tourism focus.
• To facilitate further development of land adjacent the Horsham Aerodrome for
HRCC TOURISM MASTER PLAN 2020
air service related industries or businesses that will benefit from co-location with
the airport’s operations. The four main tourism precincts identified in the HRCC Tourism Master Plan are
• Provide land in the vicinity of the Horsham Airport that is suitable for Horsham, Wartook Valley (Grampians), Natimuk and Mount Arapiles.
development for aviation related business and industry.
Major events identified in Horsham Rural City are the Horsham Fishing Competition,
• Support the establishment of private and charter aircraft operators on land Wimmera Machinery Field Days, Country Music Festival, Nati Frinj and Arts Festival.
adjacent the Horsham Aerodrome.
The key opportunities for tourism attraction projects identified in the Plan include:
• Support the further development of flying training facilities at Horsham
Airport. • Support Horsham Town Hall and Regional Art Gallery;
• Support further development of aviation related business and industries on • Establishment of the Grampians Way;
land adjacent the Horsham Aerodrome. • Expansion of the Grampians Peak Trail;
• Development of the Wimmera River Precinct Plan;
• Investigate and develop a plan for Increased accommodation facilities in
Natimuk and Horsham;
• Artist in residence program (detailed in the Arts and Cultural Plan); and
• Road infrastructure in the Wartook Valley.
APPENDIX 10.3B
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3. ECONOMIC PROFILE
3.1. INTRODUCTION
This section provides an overview of the state economic outlook, as well as an Horsham Rural City’s economy is largely driven by Agriculture; both dry land
assessment of Horsham’s local economy measured by key indicators including broadacre farming (grain and pulse production) and livestock grazing,
economic output, Gross Regional Product (GRP), value-added, regional exports and Manufacturing; specifically cleaning, food, metal and transport products and
employment. equipment, Construction, as well as public sector industries including Health,
Education and Public Administration and Safety. These industries are vital to the
An overview of HRCC’s industry sectors in terms of economic output and
local economy in terms of employment, wages and salaries and local supply chain
employment will highlight key performing sectors, as well as identify those that are
networks.
emerging, or potentially in decline.
Furthermore, this section will assess HRCC’s demographics including population
growth and age projections, skills and qualifications, and unemployment rate.
The economic assessment considers Horsham’s position in the broader Wimmera Social Assistance (23%), Accommodation & Food Services (11%), Electricity, Gas,
Southern Mallee region, and indicators are benchmarked where applicable. Rental & Hiring (8%) and Manufacturing (8%).
Much of the information in this section is provided by Remplan, Australian Bureau of Industry sectors that experienced a decline in employment between 2006 and 2016
Statistics (ABS), Victoria in Future (VIF) and Australian Bureau of Agricultural and include Rental, Hiring & Real Estate Services (-14%), Agriculture (-13%), Financial
Resource Economics and Sciences (ABARES). & Insurance Services (-9%), Professional & Scientific Services and Retail (-5%). The
reduction in professional services jobs is an area that needs active intervention.
Knowledge industry sector jobs will be critical for the success of a reginal city such
3.2. KEY FINDINGS & IMPLICATION FOR EDS
as Horsham.
Economic conditions in Victoria remain strong and the outlook is positive. The Due to Horsham’s role as a major industry service centre for the Wimmera Southern
State economy grew by 3.3% in the 2015/16 financial year, which is higher when Mallee region, job containment is significantly high at 94%, with a small proportion
APPENDIX 10.3B
compared with the average over the past decade. of the population travelling to Yarriambiack and Hindmarsh for employment.
Victoria is well serviced and well positioned to accommodate growth, as the State
contains high quality education institutions, a culturally diverse population, strong
technological capability, a positive business environment, quality infrastructure
and services, agriculturally productive land and significant natural assets.

16 HRCC
3.3. STATE ECONOMIC OUTLOOK
According to the Department for Economic Development, Jobs, transport and • Health Care and Social Assistance;
Resources, Victoria's economy grew by 3.3% in the 2015/16 financial year, which is • Professional, Scientific and Technical Services;
higher when compared with the decade average.
• Education and Training;
Victoria is well serviced and well positioned to accommodate growth, as the State • Construction; and
contains high quality education institutions, a culturally diverse population, strong
• Retail Trade.
technological capability, a positive business environment, quality infrastructure and
services, agriculturally productive land and significant natural assets. These factors CHALLENGES
position Victoria favourably in terms of quality of life and doing business.
Whilst Victoria’s economy has largely been driven by Manufacturing in terms of GRP,
GROWTH AND PRODUCTIVITY output, exports and employment, there is a heavier reliance on the services sector
into the future in order to diversify the State economy.
Increasing productivity and growth in employment are helping to expand Victoria's
economy. The Victorian Budget Update forecasts Victoria's gross state product to Manufacturing remains a significant industry in Victoria, however, global competition,
grow above trend at 3% in 2016/17. the increasing role of international supply chains and new technologies and
processes continue to present challenges for the sector.
Most recently, business and housing investment, along with international education
and tourism exports, supported by low interest rates and a weaker Australian dollar REGIONAL VICTORIA
have driven growth. In 2015/16, Gross state product per capita increased 1.4%, a
significant development, considering the period between 2012 and 2014 experienced Regional Victoria has a diverse economy with competitive strengths including strong
negative per capita growth. growth in the public services sectors, high-quality food and fibre production, a highly
skilled workforce and liveable regional cities and country communities.
POPULATION
In 2014, The regional Victorian economy was estimated to be worth $66.9 billion and
In recent years, population growth has been the driving force for the Victorian is responsible for approximately one third of Victoria's $36 billion export trade.
economy. Victoria has Australia's highest population growth and the nation's fastest-
growing capital city; including international, intrastate and rural-urban migration.
APPENDIX 10.3B
EMPLOYMENT
The rate of unemployment has decreased in Victoria, falling 6.8% in mid-2014 to 6%

in December 2016.
Over two-thirds of job growth in Victoria over the past 15 years (2000 to 2015) can
be attributed to five key sectors:
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3.4. LOCAL & REGIONAL INDUSTRY SECTORS
This section provides an analysis of the 19 ANZSIC industry sectors in HRCC and the TABLE 1 INDUSTRY SECTOR BY ECONOMIC OUTPUT
Wimmera Southern Mallee Region (WSMR).
INDUSTRY SECTOR OUTPUT ($M) %
Economic indicators include GRP, output, employment and regional exports.
Manufacturing $321 14%
Information in this section is sourced from REMPLAN economy and is relevant for
Construction $282 12%
the year ending December 2016.
Rental, Hiring & Real Estate Services $220 9%
Agriculture, Forestry & Fishing $180 8%
3.4.1. HORSHAM RURAL CITY
Health Care & Social Assistance $162 7%
The information detailed in this sub section relates to industry sectors in Horsham Electricity, Gas, Water & Waste Services $138 6%
Rural City.
Wholesale Trade $136 6%
ECONOMIC OUTPUT BY INDUSTRY SECTOR Retail Trade $127 6%

Financial & Insurance Services $118 5%
In 2016, Horsham Rural City’s Gross Regional Product (GRP) was $1.2 billion and
Public Administration & Safety $109 5%
generated a total economic output in the order of $2.3 billion.
Transport, Postal & Warehousing $95 4%
Economic output is defined as the gross revenue generated by businesses and
Accommodation & Food Services $80 4%
organisations in Horsham.
Professional, Scientific & Technical Services $74 3%
Table 1 provides a breakdown of annual economic output by industry sector. The Education & Training $66 3%
industry sectors generating the greatest economic output in the Council area include
Administrative & Support Services $64 3%
Manufacturing ($321m), Construction ($282m) and Agriculture, Forestry & Fishing
($180m). These sectors make up 35% of the total output. Other Services $58 3%
Information Media & Telecommunications $49 2%
Findings are summarised in Table 1.
Mining $31 1%
Arts & Recreation Services $17 1%
APPENDIX 10.3B
TOTAL $2,330 100%
Source: Remplan 2017

18 HRCC
EMPLOYMENT BY INDUSTRY SECTOR TABLE 2 EMPLOYMENT BY INDUSTRY SECTOR
The greatest employing industry sectors in Horsham Rural City are Health Care and JOBS TO
INDUSTRY SECTOR JOBS %
Social Assistance (1,417 jobs), Retail Trade (1,162 jobs), Agriculture, Forestry & OUTPUT ($M)
Fishing (735 jobs), Accommodation and Food Services (588 jobs) and Construction Health Care & Social Assistance 1,417 17% 8.7
(578 jobs). Retail Trade 1,162 14% 9.1
In terms of employment to output ratio, the most important sectors are Retail Trade, Agriculture, Forestry & Fishing 735 9% 4.1
Health care and Social Assistance and Education and Training. For every million Accommodation & Food Services 588 7% 7.3
dollars of economic output generated in each sector, 9 jobs are supported in Retail Construction 578 7% 2.0
Trade, 8 jobs are supported in Health Care and Social Assistance and Education and
Education & Training 558 7% 8.5
Training.
Public Administration & Safety 544 7% 5.0
The industry sectors with the lowest employment to output ratio are Mining,
Manufacturing 449 5% 1.4
Manufacturing, Electricity, Gas, Water and Waste Services and Financial and
Other Services 439 5% 7.5
Insurance Services.
Wholesale Trade 368 4% 2.7
Transport, Postal & Warehousing 332 4% 3.5
Professional, Scientific & Technical
285 3% 3.8
Services
Administrative & Support Services 207 3% 3.2
Electricity, Gas, Water & Waste Services 193 2% 1.4
Financial & Insurance Services 192 2% 1.6
Information Media &
102 1% 2.1
Telecommunications
Arts & Recreation Services 95 1% 5.5
Rental, Hiring & Real Estate Services 78 1% 0.4
Mining 35 0% 1.1
APPENDIX 10.3B
TOTAL 8,419 100%
Source: Remplan 2017, Derived by Urban Enterprise 2017
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REGIONAL EXPORTS BY INDUSTRY SECTOR TABLE 3 REGIONAL EXPORTS
Regional exports refer to the goods and services produced by industry sectors in INDUSTRY SECTOR $M PROPORTION
HRCC, which are sold to consumers, businesses, and governments based outside the Manufacturing $164 23%
region's boundaries.
Agriculture, Forestry & Fishing $136 19%
Manufacturing, Agriculture, Forestry and Fishing and Electricity, Gas, Water and Electricity, Gas, Water & Waste Services $84 12%
Waste Services export the highest value of goods and services.
Construction $52 7%
In 2016, the Manufacturing sector exported $164m worth of goods and services, Health Care & Social Assistance $48 7%
followed by Agriculture, Forestry and Fishing ($136m) and Electricity, Gas, Water and
Waste Services ($84m).
Mining $28 4%
Findings are summarised in Table 3. Public Administration & Safety $27 4%
Retail Trade $26 4%
Other Services $16 2%
Education & Training $3 0%
TOTAL $708 100%
APPENDIX 10.3B
20 HRCC
KEY PROPULSIVE INDUSTRY
Table 4 provides a summary of the key propulsive industries in HRCC in terms of present however due to well-developed local supply chains these sectors have a
exports, employment, value-added and backward linkages. significant capacity to deliver broad based economic benefits for the region.1
Backward linkages refer to the industry sectors which spend the most on locally The key propulsive industries in HRCC are Construction, Agriculture, Forestry &
sourced intermediate goods and services per dollar of output. These industry sectors Fishing and Health Care & Social Assistance.
may not necessarily make the largest contributions to the Region’s economy at
TABLE 4 PROPULSIVE INDUSTRY
INDUSTRY SECTORS BACKWARD LINKAGES EXPORTS EMPLOYMENT VALUE-ADDED TOTAL

Construction ✓ ✓ ✓ ✓ 4
Agriculture, Forestry & Fishing ✓ ✓ ✓ 3
Health Care & Social Assistance ✓ ✓ ✓ 3
Electricity, Gas, Water & Waste Services ✓ ✓ 2
Retail Trade ✓ ✓ 2
Manufacturing ✓ 1
Accommodation & Food Services ✓ 1
Transport, Postal & Warehousing ✓ 1
Arts & Recreation Services ✓ 1
Financial & Insurance Services ✓ 1
Rental, Hiring & Real Estate Services ✓ 1
Professional, Scientific & Technical Services 0
Wholesale Trade 0
Administrative & Support Services 0
Public Administration & Safety 0
APPENDIX 10.3B
Education & Training 0
Information Media & Telecommunications 0
Other Services 0
Mining 0
1
Backward Linkages, Remplan Economy 2016
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SUMMARY
Table 5 summarises key economic indicators for each industry sector in HRCC.
TABLE 5 SUMMARY OF INDUSTRY SECTORS
EMPLOYMENT WAGES AND LOCAL SALES REGIONAL LOCAL REGIONAL VALUE-ADDED

INDUSTRY SECTOR OUTPUT ($M)
(JOBS) SALARIES ($M) ($M) EXPORTS ($M) EXPENDITURE ($M) IMPORTS ($M) ($M)
Manufacturing $321.4 449 $39.4 $100.2 $163.8 $78.1 $181.1 $62.3
Construction $282.1 578 $46.2 $96.2 $52.4 $134.3 $59.5 $88.3
Wholesale Trade $135.8 368 $40.3 $50.9 $33.3 $40.8 $29.7 $65.4
Retail Trade $127.2 1,162 $50.0 $18.9 $26.1 $30.0 $19.2 $78.0
Other Services $58.5 439 $20.6 $17.3 $15.9 $16.9 $11.8 $29.8
APPENDIX 10.3B
Mining $31.4 35 $3.9 $1.6 $28.5 $9.2 $10.5 $11.7
TOTAL $2,329.8 8,357 $573.5 $657.8 $707.8 $657.8 $548.4 $1,123.4

22 HRCC
3.4.2. WIMMERA SOUTHERN MALLEE REGION (WSMR) TABLE 6 ECONOMIC OUTPUT BY INDUSTRY SECTOR - WSMR
The information detailed in this sub section relates to industry sectors in the INDUSTRY SECTOR OUTPUT ($M) %
Wimmera Southern Mallee Region, which includes the Local Government Areas Manufacturing $874 16%
of Horsham Rural City, Hindmarsh, Northern Grampians, West Wimmera and Agriculture, Forestry & Fishing $866 16%
Yarriambiack.
ECONOMIC OUTPUT BY INDUSTRY SECTOR Construction $475 9%

Health Care & Social Assistance $367 7%
In 2016, the Wimmera Southern Mallee Region’s Gross Regional Product (GRP)
Mining $258 5%
was $2.8 billion and generated a total economic output in the order of $5.4 billion.
Retail Trade $247 5%
Economic output is defined as the gross revenue generated by businesses and
organisations in Horsham.
Table 6 provides a breakdown of annual economic output by industry sector. The
industry sectors generating the greatest economic output in the WSMR include
Manufacturing ($874m), Agriculture, Forestry & Fishing ($866m) and
Construction ($475m). These sectors make up 41% of the total output. Accommodation & Food Services $173 3%
Electricity, Gas, Water & Waste Services $159 3%
TOTAL $5,409 100%
APPENDIX 10.3B
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EMPLOYMENT BY INDUSTRY TABLE 7 EMPLOYMENT BY INDUSTRY - WSMR
The highest employing industry sectors in the WSMR are Agriculture, Forestry & JOBS TO
INDUSTRY SECTOR JOBS %
Fishing (3,590 jobs), Health Care and Social Assistance (3,202 jobs), Retail Trade OUTPUT RATIO
(2,253 jobs), Education & Training (1,356 jobs) and Manufacturing (1,327 jobs). Agriculture, Forestry & Fishing 3,590 19% 4.1
In terms of employment to output ratio, the most important sectors are Retail Health Care & Social Assistance 3,202 17% 8.7
Trade, Health care and Social Assistance and Education and Training. For every Retail Trade 2,253 12% 9.1
million dollars of economic output generated in the WSMR in each of these Education & Training 1,356 7% 8.7
sectors; 9 jobs are supported in Retail Trade, Health Care and Social Assistance Manufacturing 1,327 7% 1.5
and Education and Training.
Accommodation & Food Services 1,172 6% 6.8
The industry sectors with the lowest employment to output ratio are Rental, Public Administration & Safety 1,141 6% 4.9
Hiring & Real Estate Services, Mining, Manufacturing, Electricity, Gas, Water and
Construction 986 5% 2.1
Waste Services and Financial and Insurance Services.
Transport, Postal & Warehousing 791 4% 3.5
Findings are summarised in Table 7. Other Services 749 4% 7.4
Wholesale Trade 662 3% 2.7
Professional, Scientific & Technical Services 504 3% 3.8
Administrative & Support Services 354 2% 3.8
Mining 321 2% 1.2
Financial & Insurance Services 315 2% 1.6
Electricity, Gas, Water & Waste Services 252 1% 1.6
Arts & Recreation Services 214 1% 5.8
Information Media & Telecommunications 145 1% 2.2
Rental, Hiring & Real Estate Services 116 1% 0.2
TOTAL 19,450 100%
APPENDIX 10.3B

24 HRCC
REGIONAL EXPORTS BY INDUSTRY SECTOR TABLE 8 REGIONAL EXPORTS BY INDUSTRY SECTOR – WSMR
Agriculture, Forestry & Fishing, Manufacturing, and Mining export the highest INDUSTRY SECTOR $M %
value of goods and services in the WSMR. Agriculture, Forestry & Fishing $671 36%
In 2016, the Agriculture, Forestry and Fishing sector exported $671m worth of Manufacturing $442 24%
goods and services, followed by Manufacturing ($442m) and Mining ($238m). Mining $238 13%
Findings are summarised in Table 8. Health Care & Social Assistance $87 5%
Electricity, Gas, Water & Waste Services $71 4%
Construction $41 2%
Retail Trade $10 1%
TOTAL $1,848 100%
APPENDIX 10.3B
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3.5. EMPLOYMENT
Table 9 shows the change in employment for industry sectors in HRCC between Industry sectors that experienced a decline in employment between 2006 and
2006 and 2016. Total employment in HRCC grew by 2% between 2006 and 2016. 2016 were Rental, Hiring & Real Estate Services (-14%), Agriculture, Forestry &
Fishing (-13%) and Financial & Insurance Services (-9%) and Professional,
The industry sectors that experienced the most significant employment growth
Scientific and Technical Services (-7%). The loss of professional services jobs is
were Health Care & Social Assistance (+23%), Accommodation & Food Services
an area that the EDS should actively address.
(+11%) and Manufacturing (+8%).
TABLE 9 CHANGE IN EMPLOYMENT BY INDUSTRY - 2006 TO 2016
INDUSTRY SECTOR 2006 2011 20161 CHANGE 2006 - 2016 %

Agriculture, Forestry and Fishing 843 721 735 -108 -13%
Mining 34 41 35 +1 +3%
Manufacturing 416 447 449 +33 +8%
Electricity, Gas, Water and Waste Services 178 189 193 +15 +8%
Construction 547 578 578 +31 +6%
Wholesale Trade 381 381 368 -13 -3%
Retail Trade 1,220 1,136 1,162 -58 -5%
Accommodation and Food Services 532 584 588 +56 +11%
Transport, Postal and Warehousing 306 340 332 +26 +8%
Information Media and Telecommunications 105 109 102 -3 -3%
Financial and Insurance Services 212 194 192 -20 -9%
Rental, Hiring and Real Estate Services 91 81 78 -13 -14%
Professional, Scientific and Technical Services 305 296 285 -20 -7%
Administrative and Support Services 196 213 207 +11 +6%
Public Administration and Safety 575 538 544 -31 -5%
Education and Training 567 548 558 -9 -2%
APPENDIX 10.3B
Health Care and Social Assistance 1,156 1,415 1,417 +261 +23%
Arts and Recreation Services 90 97 95 +5 +6%
Other Services 443 449 439 -4 -1%
TOTAL 8,197 8,357 8,357 160 +2%
Source: Employment by Industry, Australian Bureau of Statistics (ABS) 2006 & 2011 / Remplan 2017, derived by Urban Enterprise 2017
Note 1: 2016 figures are provided by Remplan

26 HRCC
JOURNEY TO WORK
STATUS OF EMPLOYMENT
Tables 12 and 13 show the journey to work for HRCC residents. The job
As at 2011, HRCC had an unemployment rate of 3.9%. Of this figure, 2.3% were containment rate in HRCC is 94%.
looking for full-time work and 1.6% were looking for part-time work.
A small proportion of employment is escaping to adjoining Council areas such
TABLE 10 STATUS OF EMPLOYMENT – 2011 as Yarriambiack and Hindmarsh, but the majority of employment remains in
HRCC.
HORSHAM (RC) %
Employed, worked full-time 5,583 62.6% TABLE 12 JOURNEY TO WORK – HORSHAM RESIDENTS – 2011
Employed, worked part-time 2,989 33.5% LGA (PLACE OF WORK) PLACE OF RESIDENCE (HORSHAM) %
Unemployed, looking for full-time work 207 2.3% Horsham (RC) 7,756 94.4%
Unemployed, looking for part-time work 141 1.6% Yarriambiack (S) 171 2.1%
TOTAL 8,920 100% Hindmarsh (S) 109 1.3%
Source: Occupation, Australian Bureau of Statistics (ABS), 2011 Northern Grampians (S) 51 0.6%
Southern Grampians (S) 30 0.4%
OCCUPATION West Wimmera (S) 28 0.3%
Ballarat (C) 13 0.2%
The most common occupations for people employed in HRCC are Professionals
Other 54 0.7%
(17%), Managers (17%) and Technicians and Trade Workers (15%).
Source: Journey to Work, Australian Bureau of Statistics 2011
TABLE 11 OCCUPATION – 2011
TABLE 13 JOURNEY TO WORK – HORSHAM WORKERS – 2011
EMPLOYED
% LGA (PLACE OF RESIDENCE) PLACE OF WORK (HORSHAM) %
RESIDENTS
Professionals 1,558 17% Horsham (RC) 7,776 92.4%
Yarriambiack (S) 211 2.5%
Managers 1,553 17%
Hindmarsh (S) 154 1.8%
Technicians and Trades Workers 1,357 15%
Northern Grampians (S) 76 0.9%
Clerical and Administrative Workers 1,120 12%
APPENDIX 10.3B
West Wimmera (S) 47 0.6%
Sales Workers 1,003 11%
Southern Grampians (S) 30 0.4%
Labourers 901 10%
Ballarat (C) 22 0.3%
Community and Personal Service Workers 884 10% Other 80 1.0%
Machinery Operators and Drivers 617 7%
Source: Journey to Work, Australian Bureau of Statistics 2011
TOTAL 8,993 100%
Source: Occupation, Australian Bureau of Statistics (ABS), 2011
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3.6. PROFILE OF KEY INDUSTRY’S IN HRCC
AGRICULTURE, FORESTRY & FISHING TABLE 15 SUMMARY OF ECONOMIC INDICATORS – AGRICULTURE,

FORESTRY & FISHING
The Agriculture industry in HRCC is largely driven by dry land grain production
and livestock. The sector generates an annual economic output in the order of % OF TOTAL
AGRICULTURE, FORESTRY & FISHING TOTAL
$180m, which includes $158m generated from livestock, grains and primary FOR HRCC
production and $21m from agriculture, forestry and fishing support services, as Total annual output ($M) $180 8%
shown in Table 14. Number of people employed by this sector in the
735 9%
region
Some other key economic indicators for the sector include 735 people employed,
Annual wages and salaries earnt by people employed
which accounts for 9% of total people employed in the Council area; $136m in $14 2%
in this sector ($M)
regional exports per annum, which accounts for 19% of total regional exports for Value of annual regional exports by the industry
the Council area; and $69m in local expenditure on intermediate goods and $136 19%
sector ($M)
services, which indicates a strong local supply chain. Value of annual regional imports by the industry
$44 8%
sector ($M)
TABLE 14 ANNUAL ECONOMIC OUTPUT – AGRICULTURE, FORESTRY & Value of sector's contribution to Gross Regional
FISHING – SUB SECTORS $67 6%
Product ($M)
Total value of local expenditure on intermediate goods
$69 11%
AGRICULTURE, FORESTRY & FISHING ANNUAL ECONOMIC OUTPUT ($M) and services ($M)
Total value of sales to industry sectors in the region
TOTAL FOR INDUSTRY SECTOR $179.96 $33 5%
($M)
Livestock, Grains & Other Agriculture $158.08 Source: Remplan 2017
Agriculture, Forestry & Fishing Support

$21.88 AGRICULTURE IN THE NORTH WEST REGION
Services
Source: Remplan 2017 The North West region sits in the North West corner of Victoria, between the
South Australian and New South Wales borders. The region comprises ten LGA’s
and includes Ararat, Buloke, Gannawarra, Hindmarsh, Horsham, Mildura,
APPENDIX 10.3B
Northern Grampians, Swan Hill, West Wimmera and Yarriambiack, part of
Pyrenees, and the major regional centres of Ararat, Horsham and Mildura. The
region covers a total area of around 78,072 sqkm, which accounts for 34% of
Victoria.
There are approximately 5,318 farms in the North West region, accounting for
20% of Victoria’s farms.

28 HRCC
The most common farm industry is grain growing (37%), followed by grain-sheep The prices received for grains dropped 12% from 2013 to 2018 (forecast),
or grain-beef cattle farming (19%) and grape growing (14%). whereas prices received for livestock increased by 70%. The fall in grain
commodity prices is representative of the above average level of production in
The North West region accounts for 68% of Victoria’s grain growing farms and
recent years.
66% of the State’s grape growing farms.
Table 16 provides a summary of farm classification in in the North West region. TABLE 17 PRICES RECEIVED FOR AGRICULTURAL COMMOD0TIES – 2013 TO
2018 (FORECAST)
TABLE 16 NUMBER OF FARMS, BY INDUSTRY CLASSIFICATION – NORTH
2012– 2013– 2014– 2015– 2016– 2017– CHANGES
WEST REGION – 2014/15 COMMODITY
13 14 15 16 17 18 (F) IN PRICE
NORTH WEST REGION VICTORIA Crops
Contribution of Grains
Number of Number of
Industry classification % of Region region to state barley 173.4 167.9 175.6 155.8 126.6 133.6 -23%
farms farms
total % canola 142.1 144.1 130.6 142.4 137.9 140.2 -1%
Other Grain Growing 1,990 37% 2,939 68% grain sorghum 148.9 177.2 178.1 154.0 126.0 130.7 -12%
Grain-Sheep or Grain-Beef lupins 173.5 176.4 149.3 148.2 132.8 140.5 -19%
982 19% 2,160 45%
Cattle Farming
oats 172.9 156.0 183.1 183.1 151.1 147.8 -15%
Grape Growing 751 14% 1,131 66%
wheat 158.3 159.8 151.7 144.7 123.7 131.9 -17%
Sheep Farming Total grains 147.9 149.9 147.0 142.0 125.4 129.9 -12%
612 12% 2,987 21%
(Specialised)
Cotton 98.2 103.9 104.4 111.6 119.5 121.0 23%
Beef Cattle Farming
248 5% 7,740 3% Hay 144.9 160.9 169.6 176.4 180.4 180.4 24%
(Specialised)
Fruit 156.5 158.8 170.4 162.0 164.4 167.5 7%
Dairy Cattle Farming 225 4% 4,711 5%
Sugar 117.5 125.4 127.2 135.9 160.9 166.2 41%
Citrus Fruit Growing 87 2% 103 85%
Vegetables 172.8 174.1 179.1 172.9 175.4 178.8 3%
Stone Fruit Growing 57 1% 162 35% Total crops 129.3 131.1 131.8 129.2 123.6 126.7 -2%
Sheep-Beef Cattle Livestock
53 1% 1,415 4%
Farming
cattle 164.2 156.3 196.4 295.3 315.7 315.7 92%
Other 313 6% 3,223 10% lambs 182.8 201.8 233.4 256.1 288.1 295.5 62%
Total agriculture 5,318 100% 26,571 20% sheep 200.0 250.8 337.8 329.8 423.4 440.1 120%
live sheep for export 247.6 233.4 286.6 312.3 319.1 326.7 32%
APPENDIX 10.3B
Source: ABARES, 2014/15
pigs 132.5 151.7 156.4 181.0 183.1 180.1 36%
poultry 114.4 116.9 126.2 128.9 125.4 124.7 9%
Total livestock 158.6 161.2 192.4 253.1 269.4 270.2 70%
Source: ABARES, 2014/15 / f ABARES forecast. s ABARES estimate.
Note: The indexes for commodity groups are calculated on a chained weight basis using Fisher’s ideal index.
Indexes for most individual commodities are based on annual gross unit value of production.
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MANUFACTURING TABLE 19 SUMMARY OF ECONOMIC INDICATORS - MANUFACTURING
The Manufacturing industry generates the highest economic output in HRCC % OF TOTAL
MANUFACTURING TOTAL
($321.42m). Key Manufacturing sub sectors are chemical, cleaning & polymer FOR HRCC
products ($76.9m), food products ($65.8m), metal products ($48.3m) and Annual output ($M) $321 14%
transport equipment and appliances ($44.2m). People employed in this Sector 449 5%
Other key indicators for the Manufacturing sector include 33% of the Council Annual wages and salaries earnt by people
$39 7%
area’s regional imports, 23% of regional exports and 12% of local expenditure on employed in this sector ($M)
Value of annual regional exports by the industry
intermediate goods and services. $164 23%
sector ($M)
TABLE 18 ANNUAL ECONOMIC OUTPUT – MANUFACTURING – SUB SECTORS Value of annual regional imports by the industry
$181 33%
sector ($M)
MANUFACTURING ANNUAL ECONOMIC OUTPUT ($M) Value of sector's contribution to Gross Regional
$62 6%
Product ($M)
TOTAL FOR INDUSTRY SECTOR $321.42
Total value of local expenditure on intermediate
Basic Chemical, Cleaning & Polymer $78 12%
$76.92 goods and services ($M)
Manufacturing Total value of sales to industry sectors in the region
$100 15%
Food Product Manufacturing $65.82 ($M)
- Grain Mill & cereal Products $24.92 Source: Remplan 2017
- Fruit & Vegetable Products $15.49

- Oils and Fats $8.46
- Bakery Products $7.86
Metal and Product Manufacturing $48.28
- Iron and Steel $24.29
- Structural Metal Products $15.43
Transport Equipment & Appliance
$44.23
Manufacturing
APPENDIX 10.3B
- Motor Vehicles & parts $31.62

30 HRCC
CONSTRUCTION HEALTH CARE & SOCIAL ASSISTANCE
The Construction industry generates 12% of HRCC’s economic output and Health Care and Social Assistance is a major employing sector in HRCC,
employs 7% of total people employed. accounting for 17% of total employment and accounts for 17% of wages and
salaries earnt by people employed in this sector. Furthermore, employment in
According to Remplan Economy, the Construction sector ranks the highest in
Health Care grew by 23% between 2006 and 2011 in HRCC, the most of any other
terms of propulsive industry. This includes value-add, regional exports,
industry.
employment and backward linkages.
According to IBISWorld’s Health Services market research report, Health Care is
TABLE 20 SUMMARY OF ECONOMIC INDICATORS - CONSTRUCTION a major growth sector in Australia. Discussed in more detail in Section 4 of this
% OF TOTAL
Report, a proportion of Horsham’s resident population is forecast to get older
CONSTRUCTION TOTAL between 2016 and 2031, particularly those aged 65 years and over. This is
FOR HRCC
Total annual output ($M) $282 12% expected to increase the demand for local health services.
Number of people employed in this sector 578 7% TABLE 21 SUMMARY OF ECONOMIC INDICATORS – HEALTH CARE & SOCIAL
Annual wages and salaries earnt by people employed ASSISTANCE
$46 8%
in this sector ($M)
Value of annual regional exports by the industry % OF TOTAL
$52 7% HEALTH CARE & SOCIAL ASSISTANCE TOTAL
sector ($M) FOR HRCC
Value of annual regional imports by the industry Total annual output ($M) $162 7%
$60 11%
sector ($M)
People employed in this sector 1,417 17%
Value of sector's contribution to Gross Regional
$88 8% Annual wages and salaries earnt by people employed
Product ($M) $98 17%
in this sector ($M)
$134 20% Value of annual regional exports by the industry
goods and services ($M) $48 7%
sector ($M)
$96 15% Value of annual regional imports by the industry
($M) $19 4%
sector ($M)
Value of sector's contribution to Gross Regional
$117 10%
Product ($M)
APPENDIX 10.3B
$27 4%
goods and services ($M)
$2 0%
($M)
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3.7. DEMOGRAPHIC PROFILE
HISTORICAL AND FORECAST POPULATION GROWTH TABLE 23 POPULATION – 2006 TO 2031 – WSMR
Table 22 provides a snapshot of HRCC historical and forecast resident population 5 YEAR 5 YEAR GROWTH
WSMR POPULATION
growth. CHANGE GROWTH RATE RATE (P.A.)
2006 48,441
Between 2006 and 2016 the resident population increased from 18,498 to 19,887
(+7.5%). This is moderate population growth compared to Regional Victoria. Over 2011 48,261 -180 -0.4% -0.07%
the same period, Regional Victoria’s population grew by approximately 12%. 2016 47,156 -1,105 -2.3% -0.46%
2021 46,466 -690 -1.5% -0.29%
TABLE 22 POPULATION – 2006 TO 2031 – HRCC
2026 46,085 -381 -0.8% -0.16%
5 YEAR 5 YEAR GROWTH
HORSHAM POPULATION 2031 45,860 -225 -0.5% -0.10%
CHANGE GROWTH RATE RATE (P.A.)
2006 18,498 2016 to 2031 -2,581 -3% -0.2%
2011 19,277 779 4% 0.83% Source: Census of Population & Housing, Australian Bureau of Statistics (ABS) 2006, 2011 / Forecast
Population, Victoria in Future 2017
2016 19,887 610 3% 0.63%
FIGURE 3 POPULATION GROWTH IN HRCC / WSMR – 2006 TO 2031
2021 20,492 605 3% 0.60%
2026 21,129 637 3% 0.61% Horsham Wimmera Southern Mallee Region

2031 21,793 664 3% 0.62%
60,000
2016 to 2031 1,906 10% 0.6%
50,000
Source: Population, Australian Bureau of Statistics (ABS) 2006, 2011 / Forecast Population, Victoria
40,000
in Future 2017
30,000
Table 23 shows the historical and forecast population growth for the Wimmera
Southern Mallee Region from 2006 to 2031. 20,000
APPENDIX 10.3B
Between 2006 and 2016, the population of WSMR decreased from 48,441 to 10,000
47,156, which translates to a decrease of 2.7%. The population is forecast to
-
decrease by a further 2.8% by 2031. 2006 2011 2016 2021 2026 2031
It can be concluded that a proportion of the population in the WSMR are moving
Source: Census of Population & Housing, Australian Bureau of Statistics (ABS) 2006, 2011 / Forecast
to HRCC.
Population, Victoria in Future 2017

32 HRCC
AGE PROFILE
Table 24 shows the historical and forecast change in resident age profile in HRCC years are expected to increase by 41%, 75 to 79 years (35%), 80 to 84 years
and the WSMR between 2006 to 2031. (32%) and over 85 years (20%).
Between 2016 and 2031, the proportion of residents aged over 65 years is The expected increase in older residents will generate greater demand for health
expected to increase significantly in HRCC. Residents aged between 70 and 74 care and medical services in Horsham.
TABLE 24 AGE PROFILE – 2006 TO 2031 – HRCC & WSMR
2006 2011 2016 2021 2026 2031 CHANGE 2016 - 2031

AGE PROFILE Horsham Wimmera Horsham Wimmera Horsham Wimmera Horsham Wimmera Horsham Wimmera Horsham Wimmera Horsham Wimmera
0-4 years 1,116 2,678 1,263 2,778 1,298 2,605 1,359 2,577 1,412 2,607 1,419 2,582 +9% -1%
5-9 years 1,283 3,243 1,215 2,903 1,308 2,868 1,310 2,625 1,378 2,615 1,433 2,651 +10% -8%
10-14 years 1,382 3,619 1,283 3,228 1,230 2,883 1,293 2,794 1,299 2,575 1,370 2,580 +11% -11%
15-19 years 1,235 3,097 1,351 3,141 1,261 2,919 1,239 2,647 1,301 2,581 1,312 2,402 +4% -18%
20-24 years 1,011 2,072 1,095 2,274 1,291 2,327 1,222 2,369 1,219 2,226 1,285 2,188 0% -6%
25-29 years 968 2,106 1,056 2,196 1,177 2,405 1,338 2,426 1,263 2,465 1,275 2,366 +8% -2%
30-34 years 1,084 2,494 1,031 2,175 1,153 2,296 1,228 2,481 1,387 2,508 1,312 2,547 +14% +11%
35-39 years 1,204 3,006 1,169 2,681 1,096 2,290 1,195 2,382 1,262 2,557 1,421 2,589 +30% +13%
40-44 years 1,280 3,423 1,239 3,070 1,204 2,716 1,146 2,333 1,240 2,429 1,305 2,604 +8% -4%
45-49 years 1,424 3,707 1,335 3,414 1,306 3,111 1,277 2,748 1,215 2,367 1,313 2,473 +1% -20%
50-54 years 1,261 3,403 1,384 3,666 1,310 3,312 1,289 3,037 1,260 2,690 1,200 2,325 -8% -30%
55-59 years 1,173 3,367 1,263 3,461 1,338 3,606 1,257 3,296 1,232 3,029 1,208 2,706 -10% -25%
60-64 years 925 2,770 1,141 3,288 1,174 3,302 1,284 3,514 1,206 3,225 1,186 2,979 +1% -10%
65-69 years 856 2,503 897 2,714 1,030 3,025 1,116 3,155 1,224 3,376 1,153 3,113 +12% +3%
70-74 years 737 2,181 800 2,230 822 2,428 966 2,767 1,048 2,908 1,156 3,133 +41% +29%
APPENDIX 10.3B
75-79 years 701 2,060 668 1,871 714 1,898 753 2,131 884 2,460 965 2,618 +35% +38%
80-84 years 500 1,482 593 1,653 572 1,469 600 1,521 640 1,741 757 2,038 +32% +39%
85+ years 358 1,230 494 1,518 602 1,696 620 1,661 658 1,725 724 1,963 +20% +16%
Total 18,498 19,277 48,441 48,261 19,887 47,156 20,492 46,466 21,129 46,085 21,793 45,860 +10% -3%
Source: Census of Population & Housing, Australian Bureau of Statistics (ABS) 2006, 2011 / Forecast Population, Victoria in Future 2017
URBAN ENTERPRISE 33
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The age profile of HRCC and Regional Victoria are comparable. Horsham has a FAMILY & HOUSEHOLD COMPOSITION
marginally older population as shown in Figure 4. There are approximately 3% The most common family composition in HRCC is couple families without
more residents aged above 70 years of age in Horsham when compared to children (43%) and couple families with children (40%).
Regional Victoria.
89% of dwellings are occupied with the most common dwelling structure a
FIGURE 4 AGE PROFILE – HRCC & REGIONAL VICTORIA - 2011 separate house (88%), followed by a flat, unit or apartment (7%).
Over one third of properties in HRCC are owned outright and a further 32% are
Regional Victoria Horsham (RC)
owned with a mortgage. Approximately 25% of properties are rented.
85+ years 2% Findings are summarised in Figures 5, 6, 7 and 8.

3%
80-84 years 3%
3% FIGURE 5 FAMILY COMPOSITION – HRCC - 2011
75-79 years 3%
3%
1%
70-74 years 4%
4%
Couple Family without
65-69 years 5% 15%
5% children
60-64 years 7%
6%
55-59 years 7% Couple family with children
7% 43%
50-54 years 7%
7%
45-49 years 7%
7% One parent family
40-44 years 7%
6% 40%
35-39 years 6%
6% Other family
30-34 years 5%
5%
25-29 years 6%
5%
20-24 years 6%
6% Source: Census of Population & Housing, Australian Bureau of Statistics (ABS), 2011
7%
APPENDIX 10.3B
15-19 years
7%
10-14 years 7%
7%
5-9 years 6%
6%
0-4 years 6%
7%
Source: Census of Population & Housing, Australian Bureau of Statistics (ABS), 2011

34 HRCC
FIGURE 6 DWELLING TYPE – HRCC - 2011 FIGURE 8 TENURE – HRCC - 2011
45%
38%
40%
11%
Occupied private 35% 32%
dwellings
30%
26%
25%
20%
15%
Unoccupied 10%
89% private dwellings
5% 3%
1%
0%
Owned outright Owned with Rented Not stated Other tenure type
mortgage
FIGURE 7 DWELLING STRUCTURE – HRCC - 2011
0% 20% 40% 60% 80% 100%
Separate house 88%
Flat, unit or apartment 7%
Semi-detached, row or terrace house,
APPENDIX 10.3B
5%
townhouse etc
Other dwelling 1%
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HOUSING AFFORDABILITY LEVEL OF DISADVANTAGE – SEIFA
Figure 9 shows the median house price growth in Victoria, Regional Victoria and SEIFA (Socio-Economic Indexes for Areas) describes the relative level of socio-
Horsham Rural City. economic disadvantage in an area. Advantage is defined in terms of access to
material and social resources and ability to participate in society. Australia’s
As at 2015, the median house price in Horsham was $240,000, which is
index is set up so that lower numbers are more disadvantaged, and higher
considerably less than Victoria ($490,000) and Regional Victoria ($307,500).
numbers are less disadvantaged.
In the ten year period, 2006 to 2015, Horsham’s median price increased by 41%,
Horsham Rural City has a SEIFA score of 987, which ranks 45th in Victoria (out
which is comparable to Regional Victoria (40%), but significantly less than
of 80). In Regional Victoria, Horsham is ranked 18th (out of 47 LGA’s).
Victoria (63%).
Table 25 shows the LGA’s with the highest SEIFA scores, i.e. the areas with the
Affordable housing available in Horsham Rural City is a significant point of
lowest level of disadvantage.
difference and should be widely promoted when attempting to attract new
residents to the area. TABLE 25 SEIFA – VICTORIAN LOCAL GOVERNMENT AREAS - 2011
FIGURE 9 MEDIAN HOUSE PRICE GROWTH – 2006 TO 2015 LGA SEIFA
1. Nillumbik (S) 1098
Horsham Rural City Regional Victoria Victoria
2. Boroondara (C) 1098
$600,000
3. Bayside (C) 1091
$500,000 4. Stonnington (C) 1084
$400,000 5. Manningham (C) 1071

6. Glen Eira (C) 1069
$300,000
7. Surf Coast (S) 1066
$200,000
8. Port Phillip (C) 1066
$100,000 9. Macedon Ranges (S) 1055
APPENDIX 10.3B
$0 10. Queenscliffe (B) 1053
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
45. Horsham (RC) 987
Source: A Guide to Property Values, Valuer-General of Victoria, 2015

36 HRCC
3.8. CENTRAL ACTIVITY DISTRICT ASSESSMENT
Horsham’s Central Activity District (CAD) is a vibrant hub of retail, FIGURE 10 OVERVIEW OF HORSHAM CAD
commercial, entertainment, hospitality, cultural and community activity.
The town centre services a catchment far greater than the Council area,
attracting people from across the Wimmera for a range of retail,
entertainment, health and medical, and professional and financial
services.
Much of the information in this section is sourced from the Horsham CAD
Strategy, prepared by Essential Economics (2013).
ECONOMIC ROLE
It is estimated that Horsham’s CAD services a resident catchment of

51,000 people. Horsham has a strong service role for the surrounding
Local Government Areas of Northern Grampians, West Wimmera,
Hindmarsh and Yarriambiack. Residents within the broader catchment
travel to Horsham for higher order retail and commercial needs.
The CAD consists of a mix of retail, commercial and community uses. core
business activities are located in the central part of the CAD in the
Commercial 1 Zone, while businesses on the periphery (north-west and
south-east) are within the Commercial 2 Zone.
Figure 10 provides an overview of the Horsham CAD.
APPENDIX 10.3B
Source: Horsham Rural City Council, 2017
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RETAIL EXPENDITURE
RETAIL AND COMMERCIAL LAND USE
On average, residents in Horsham Rural City spend approximately $13,000 per
The Horsham CAD contains a total of approximately 59,720sqm of retail annum on retail items. The biggest expenditure item is food, liquor and groceries,
floorspace and 34,440sqm of commercial office floorspace. which accounts for 49% of retail spending, followed by apparel, homewares and
There is an estimated 4,630sqm in vacant floorspace. leisure (25%).
Between 2011 and 2013, the retail floorspace in Horsham’s CAD decreased by Individual retail expenditure in the Wimmera Southern Mallee is comparable. On
300 sqm, while commercial office floorspace increased by 780 sqm. average, people spend approximately $12,800 on retail items per annum.
The majority of retail floorspace is non-food (42,900sqm) and food, liquor, TABLE 27 ANNUAL RETAIL EXPENDITURE – HRCC & WSMR
groceries (9,610). There are a number of major non-food retailers such as Kmart,
Target, Bunnings and Harvey Norman. Table 26 provides a summary of CAD HRCC WSMR
floorspace. FLG $6,400 49% $6,439 5%
The CAD is anchored by three full-line supermarkets; Coles, Woolworths and Aldi, FC $1,501 12% $1,439 11%
but also offers a mix of traditional retail, retail services and convenience based
AHL $3,247 25% $3,140 25%
retail, catering to a variety of shopper’s needs.
BG $1,406 11% $1,360 11%
TABLE 26 RETAIL AND COMMERCIAL FLOORSPACE, HORSHAM CAD – 2011 &
RS $450 3% $431 3%
2013
Per person $13,004 $12,809
FLOORSPACE
TOTAL $257,144,307 $636,586,192
Land Use 2011 2013 Change
Source: Retail Expenditure, MarketInfo 2014, derived by Urban Enterprise 2017
Food, Liquor, Groceries 9,690 9,610 -80
Food Catering 3,600 3,400 -200 LIGHT INDUSTRIAL USES
Non-Food 42,270 42,900 +630
The Commercial 2 Zone, located in the south east of the CAD consists of light
Retail Services 4,460 3,810 -650
industrial activities such as automotive, light manufacturing and wholesale trade
Total Retail 60,020 59,720 -300 and supplies.
APPENDIX 10.3B
Office 33,660 34,440 +780
If additional retail and commercial floorspace was required in the future, this area
Total occupied floorspace 93,680 94,160 +480 would be ideal for redevelopment, as a majority of industrial uses are shifting to
Vacant floorspace 5,680 4,630 -1,050 designated industrial precincts on the outskirts of town (e.g. Burnt Creek Estate,
Total Floorspace 99,360 98,790 -570 Golf Course Road).
Source: Horsham Central Activity District Strategy, Essential Economics 2013

38 HRCC
OTHER FACILITIES AND SERVICES
The CAD also comprises a range of community, civic, entertainment, recreation,

cultural and health-related services that contribute significantly to the overall
functionality and sustainability of the CAD.
DISCUSSION
The mix of uses in the Horsham CAD attracts residents and visitors from across
the region for a variety of purposes, and encourages people to spend more time
in the centre, adding to the vibrancy and contributing to a positive business
environment, supporting a high proportion of employment.
The vibrancy of Horsham’s CAD is attributed to the high concentration of a range
of retail and commercial uses including boutique and large format retail,
commercial office, food and beverage, community and entertainment uses.
The absence of out-of-centre development is a positive attribute for the CAD.
Potential future expansion for retail and commercial land uses is recommended
towards the south of the CAD, in the area bound by McPherson Street,
O’Callaghans Parade and Hamilton Street. Furthermore, the future development
of the bypass will provide opportunities for highway trade along the Western
Highway to transition towards more traditional retail and commercial uses.
There are a number of improvements that could be considered for Horsham’s
CAD such as improving access and connection to the Wimmera River, an
increased provision of passive open space and gateway/town entrance
improvements. These are discussed further in Section 5.
APPENDIX 10.3B
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4. THE VISITOR ECONOMY
4.1. OVERVIEW 4.2. KEY FINDINGS & IMPLICATIONS FOR THE EDS
This section provides an overview of Horsham’s tourism product strengths and Horsham has a range of tourism strengths that could be further leveraged in
gaps, an assessment of the local visitor economy including historical and order to increase domestic and international visitation, facilitating growth in
forecast domestic and international visitation, a snapshot of key visitor markets the visitor economy.
and the economic value of the local tourism industry.
Horsham’s visitation has grown at a steady rate over the past five years, but is
Visitation is benchmarked against the Tourism Victoria defined regions of largely driven by daytrip visitation, most likely from the broader Wimmera
Wimmera, Western Grampians and Central Highlands where possible. region. The key driver of visitation is attributed to business, holiday/leisure and
event visitors.
The Wimmera tourism region Includes Statistical Area 2; Nhill Region,
Yarriambiack and Buloke There is an opportunity to attract a greater proportion of domestic overnight
holiday/leisure visitors through strengthening Horsham as a visitor
The Western Grampians tourism region includes Statistical Area 2: Horsham,
destination. This could be achieved through a range of opportunities in outdoor
Horsham Region, West Wimmera, Southern Grampians and Hamilton
and adventure, food and beverage, arts and culture and nature-based activities.
The Central Highlands tourism region includes Statistical Area 2: St Arnaud,
The key opportunities for tourism development include:
Stawell, Avoca, Ararat, Ararat Region and Beaufort.
• Tourism uses along the Wimmera River (e.g. food and beverage,
Much of the information in this section was derived from Tourism Research
conference/function centre, accommodation, public art instillation,
Australia’s (TRA) National Visitor Survey (NVS) and International Visitor Survey
recreation infrastructure);
(IVS).
• Food and beverage (e.g. destination dining);
Definitions used in this section are detailed in the glossary of terms.
• Festivals and events (aligning with regional tourism strengths);
• Arts and culture (e.g. Indigenous history/heritage interpretation);
• Natural assets (waterways, Mt Arapiles, Wartook Valley); and
APPENDIX 10.3B
• Self-drive / stopover visitors.
These are discussed further in section 5.

40 HRCC
4.3. VALUE OF THE TOURISM INDUSTRY
The tourism industry is recognised as a collection of activities across various
industry sectors such as retail, accommodation, cafes & restaurants, cultural &
recreational services.
The Remplan model utilises the Tourism Satellite Account (TSA), also from the
Australian Bureau of Statistics, provides estimates of the value of industry
sectors’ contributions to total tourism product output.
In the TSA, tourism is defined as:
"Comprising the activities of persons travelling to and staying in places outside
their usual environment for not more than one consecutive year for leisure,
business and other purposes not related to the exercise of an activity
remunerated from within the place visited."
Table 28 provides a summary of economic indicators for the tourism industry in
Horsham Rural City and includes output, employment, wages and salaries and
value add.
The tourism industry in Horsham generates $93.7m in economic output and
supports 551 (FTE) jobs. For comparison purposes, the tourism industry in
Mildura Rural City generates an economic output of $259m and $66m in Moyne
Shire.
TABLE 28 TOURISM INDUSTRY – HORSHAM - 2016
INDICATOR
Economic Output ($M) $93.68 4%
APPENDIX 10.3B
Employment 551 6.60%
Wages and Salaries ($M) $25.18 4.40%
Value-Added ($M) $44.40 4%
Source: Remplan, 2016
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FEB-18
4.4. TOURISM PRODUCT STRENGTHS
Horsham Rural City’s tourism strengths include outdoor and adventure, water- The Council area and broader region is home to many lakes and rivers. Wimmera
based, arts and culture, and sport and recreation. River, Green Lake, Taylors Lake, Natimuk Lake, Lake Toolondo, Lake Wartook and
Nature Based / Outdoor and Adventure Rocklands Reservoir provide opportunities for locals and visitors to undertake
water-based activities such as swimming, fishing, water-skiing, wind surfing and
The internationally renowned rock climbing destination; Mount Arapiles is located recreational boating.
in Mount Arapiles-Tooan State Park, approximately 7 km from Natimuk and 30
km from Horsham. This natural asset is a major draw card for domestic and Another natural area of significance is the Wartook Valley, located to the west of
international visitors as it caters to differing levels of climbing experience. The the Grampians mountain range. Attractions in this area include bushwalking,
Mountain is estimated to attract 90,000 visitors per annum. 2 4WD, horse riding, rock climbing, abseiling, fishing, mountain biking and quad
bike tours.
Development in the area is limited. There is an existing non-commercial camping
ground in Centenary Park at the base of the Mountain. The Laharum area, to the north of the Wartook Valley, is known for its olive groves
and organic farming.
Mt Arapiles Green Lake
APPENDIX 10.3B
Source: Onsight Photography Source: Grampians Point
2
Arapiles Climbing Guides, 2017

42 HRCC
Arts and Culture Sport and Recreation
The Horsham Town Hall underwent a redevelopment and was officially Horsham has a diverse range of high quality sport and recreation facilities
competed in January 2016. The revitalised facility incorporates the original Town including the Aquatic Centre, Golf Club, parks and gardens, as well as the
Hall, a 500 seat Theatre and the Regional Art Gallery. Horsham Motocross Track. The Motocross Track is of high quality and hosted
the Australian Junior Motocross Championship in 2017 and will be hosting the
The Town Hall provides world-class performance, visual arts and conferencing
World Junior Motocross Championships in 2018.
facilities. Performances, events and exhibitions attract visitors from across the
Wimmera region. A new multi-use indoor sports facility is proposed for Horsham and a preferred
site at McBryde Street has been agreed. The regional facility will provide the
Natimuk is recognised as a hub for community arts and culture. The township’s
opportunity to attract regional and state sport and recreation events.
flagship facility is the Goat Gallery; a privately owned art gallery showcasing
works from local and regional artists. Existing gaps and potential opportunities for tourism development in Horsham
Rural City are discussed in Section 5 of this report.
The Natimuk Frinj Festival is the township’s signature boutique visual
performance and arts event. The Festival provides an avenue for local artists and
attracts visitors looking for a rural community art experience.
APPENDIX 10.3B
Horsham Regional Art Gallery Horsham Motocross Track
Source: Visit Victoria Source: MC News
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FEB-18
4.5. VISITATION
Table 29 provides a breakdown of visitation in terms of domestic day trip,

4.5.1. VISITATION SUMMARY domestic overnight and international trip visitors.
In 2016, Horsham attracted approximately 485,000 domestic and international On average, 62% of visitation to Horsham is attributed to domestic day trip
visitors. Visitation has grown significantly in the last 5 years, at an average rate visitors, 37% to domestic overnight visitors and 1% to international visitors.
of 10% per annum.
TABLE 29 BREAKDOWN OF VISITATION (AVERAGE) – 2012 TO 2016
Visitation to Horsham accounts for 57% of visitation to the Western Grampians
tourism region. WESTERN CENTRAL
2012-2016 AVE HORSHAM WIMMERA
GRAMPIANS HIGHLANDS
Total visitation to the Western Grampians grew by 60% between 2012 and 2016,
which is proportionately more when compared to the Central Highlands (29%) Daytrips 263,629 750,819 329,608 677,688
and the Wimmera (14%) regions.
Overnight trips 158,369 312,748 135,745 365,872
Figure 11 shows the historical trend in total visitation to the four regions.
International trips 4,098 8,781 2,686 31,943
FIGURE 11 ALL TRIPS (DOMESTIC & INTERNATIONAL) - 2012 TO 2016
Total 426,097 1,072,348 468,039 1,075,503
Horsham Western Grampians
Source: National Visitor Survey (NVS) / International Visitor Survey (IVS), Tourism Research Australia
Wimmera Central Highlands
(TRA) 2016
1,200,000
1,000,000
800,000
600,000 496,689
476,529 484,987
369,522
400,000
APPENDIX 10.3B
302,758
200,000
-
2012 2013 2014 2015 2016
Source: National Visitor Survey (NVS), Tourism Research Australia (TRA) 2016

44 HRCC
4.5.2. DAY TRIPS FIGURE 13 REASON FOR VISIT – DAY TRIPS – 2012 TO 2016 (AVE)
TOTAL TRIPS Horsham Western Grampians Wimmera Central Highlands
Between 2012 and 2016, domestic day trip visitation to Horsham increased by 60%
51%
14% per annum. Over this period, Horsham attracted an average of 263,000 day
50% 45%
trip visitors. 43%
40%
FIGURE 12 NUMBER OF DAY TRIPS – 2012 TO 2016 33% 34%
30% 24%
23% 23%
20%
18% 17%19%
14% 15%16%15%
Wimmera Central Highlands 10%
10%
700,000
0%
600,000
Holiday Other reason Visiting friends and Business
500,000 relatives
400,000 Source: National Visitor Survey (NVS), Tourism Research Australia (TRA) 2016
300,000 EXPENDITURE
200,000
According to Tourism Victoria, the average spend for day trip visitors to the
100,000 Grampians region, which includes Wimmera, Western Grampians and Central
Highlands is $96 per trip. This is higher than the average for Regional Victoria
-
2012 2013 2014 2015 2016
($89).
REASON FOR VISIT
APPENDIX 10.3B
The most common purpose of visit for day trip visitors to Horsham is for
holiday/leisure purposes (45%), followed by Business (24%), visiting friends and
relatives (17%) and other reasons (14%).
Comparatively, Horsham has a much higher proportion of day trip business
visitors.
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FEB-18
4.5.3. OVERNIGHT TRIPS REASON FOR VISIT
The most common reason to visit Horsham for domestic overnight visitors is for
TOTAL TRIPS
holiday and leisure purposes (37%), followed by visiting friends and relatives
Between 2012 and 2016, domestic overnight trips to Horsham increased by 4% (33%) and business (23%).
per annum from approximately 136,000 in 2012 to 164,000 in 2016.
Business visitors are proportionately higher when compared to the Wimmera and
Figure 14 shows the historical trend in overnight visitation to the four regions. Central Highlands regions. However, holiday and leisure visitors to Horsham and
the Western Grampians are underrepresented when compared to the Central
FIGURE 14 NUMBER OF OVERNIGHT TRIPS – 2012 TO 2016 Highlands.
FIGURE 15 REASON FOR VISIT – OVERNIGHT VISITORS – 2012 TO 2016

(AVE)
Wimmera Central Highlands
450,000 Horsham Western Grampians Wimmera Central Highlands
400,000
350,000 70%
58%
300,000 60%
250,000
167,326 173,773 163,913 50% 44%
200,000 150,970
135,865 37% 37%35%
150,000 40% 33% 33%
100,000 30% 26%
23%22%
50,000
20% 16%14%
-
2012 2013 2014 2015 2016 10% 7% 6% 6%
2%
Source: National Visitor Survey (NVS), Tourism Research Australia (TRA) 2016 0%
Visiting friends and Holiday Business Other reason
relatives
APPENDIX 10.3B
46 HRCC
ACTIVITIES TABLE 30 ACTIVITIES UNDERTAKEN – OVERNIGHT VISITORS – HORSHAM -
2016
Table 30 shows the top 25 activities undertaken by domestic overnight visitors
in Horsham compared to Regional Victoria. ACTIVITY HORSHAM REGIONAL VICTORIA
The most popular activities undertaken in Horsham include eating out (47%), Eat out / dine at a restaurant and/or
47% 58%
visiting friends and relatives (36%), visiting pubs, clubs and discos (27%), cafe
Bushwalking (20%) Visit friends & relatives 36% 45%
The activities underrepresented in Horsham when compared to Regional Victoria Pubs, clubs, discos etc 27% 22%
include shopping, eating out, going to markets, visiting museums and galleries Bushwalking / rainforest walks 20% 15%
and visiting history/heritage buildings, sites or monuments.
Sightseeing/looking around 14% 26%
Visit national parks / state parks 12% 13%
Attend movies/cinema 6% 1%
Picnics or BBQs 6% 7%
Visit farms 5% 2%
Attend festivals / fairs or cultural events 5% 3%
Play other sports 4% 4%
Go shopping for pleasure 4% 18%
Exercise, gym or swimming 3% 6%
Attend theatre, concerts or other
3% 2%
performing arts
Go to markets 3% 9%
Visit museums or art galleries 2% 6%
Visit history / heritage buildings, sites or
1% 6%
monuments
APPENDIX 10.3B
Go on a daytrip to another place 1% 5%
Attend an organised sporting event 1% 3%
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AVERAGE LENGTH OF STAY (ALOS) FIGURE 16 ACCOMMODATION – OVERNIGHT VISITORS - HORSHAM - 2016
In 2016, Horsham attracted approximately 164,000 domestic overnight visitors,

Horsham Regional Victoria
who stayed a total of 402,000 visitor nights. This equates to an average length
of stay of 2.5 days.
Standard hotel/motor inn (below 4 star) 42%
16%
TABLE 31 AVERAGE LENGTH OF STAY – HORSHAM - 2016
Friends or relatives property 33%
40%
2016 HORSHAM 12%
Caravan or camping - non commercial
9%
Overnight Trips 163,913
Caravan park or commercial camping ground 6%
12%
Visitor Nights 402,000
Rented house/apartment/flat or unit 4%
8%
ALOS 2.5 days
Other Accommodation 2%
Source: National Visitor Survey (NVS), Tourism Research Australia (TRA) 2016 1%
Luxury hotel or luxury resort (4 or 5 star) 0%

5%
ACCOMMODATION
Serviced apartment 0%
Figure 16 shows the most common types of accommodation utilised in Horsham 1%
compared to Regional Victoria. Guest house or Bed & Breakfast 0%

2%
The most common types of accommodation utilised in Horsham includes Backpacker or hostel 0%
standard hotel/motor inn (42%), friends or relatives property (33%), non- 0%
commercial caravan or camping ground (12%), commercial caravan park or Own property (e.g. holiday house) 0%
9%
camping ground (6%) and rented house/apartment/flat (6%).
When compared to Regional Victoria, the proportion of visitors staying in a Source: National Visitor Survey (NVS), Tourism Research Australia (TRA) 2016
standard hotel/motor inn is significantly higher in Horsham, reflecting the
majority of existing accommodation stock. EXPENDITURE
APPENDIX 10.3B
Based on types of accommodation types in Regional Victoria, there is an According to Tourism Victoria, the average spend for domestic overnight visitors
underrepresentation of visitors staying in luxury hotels or resorts, commercial to the Grampians region, which includes Wimmera, Western Grampians and
caravan parks, serviced apartments and guest houses/B&B’s. Central Highlands is $276 per trip. This is less than the average for Regional
Victoria ($367).

48 HRCC
VISITOR ORIGIN AGE PROFILE
72% of domestic overnight visitors to Horsham Rural City travel from Victoria. Table 33 shows the breakdown of age profile for domestic overnight visitors to
Specifically, 40% from metropolitan Melbourne, 6% from Ballarat and 6% from Horsham. The age profile of visitors is quite diverse.
Geelong and the Bellarine.
16% of visitors are aged between 55 and 59 years, 12% between 30 and 34 years
12% of visitors travel from South Australia, 10% from NSW and 4% from QLD. and 11% between 35 and 38 years.
TABLE 32 ORIGIN – OVERNIGHT VISITORS - HORSHAM - 2016 TABLE 33 AGE PROFILE – OVERNIGHT VISITORS – HORSHAM - 2016
VIC 72% AGE PROFILE

Melbourne 40% 15-19 9%
Ballarat 6% 20-24 1%
Geelong and the Bellarine 6% 25-29 7%
Bendigo Loddon 4% 30-34 12%
Melbourne East 4% 35-39 11%
Western Grampians 3% 40-44 9%
Macedon 2% 45-49 6%
Central Highlands 2% 50-54 3%
Peninsula 2% 55-59 16%
Mallee 1% 60-64 9%
Great Ocean Road 1% 65-69 6%
Gippsland 1% 70-74 5%
SA 12% 75-79 3%
Adelaide 8% 80+ 3%
Adelaide Hills 3% Source: National Visitor Survey (NVS), Tourism Research Australia (TRA) 2016
NSW 10%
APPENDIX 10.3B
Sydney 8%
Central NSW 1%
QLD 4%
Brisbane 2%
Darling Downs 1%
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4.5.4. INTERNATIONAL TRIPS
REASON FOR VISIT
The most common reason for international visitors visiting Horsham Rural City
is for holiday and leisure (48%), followed by visiting friends and relatives (31%)
and business (14%).
Compared to Central Highlands and the Western Grampians tourism regions,
international visitors to Horsham and the Wimmera visiting for holiday and
leisure purposes are underrepresented.
FIGURE 17 REASON FOR VISIT – INTERNATIONAL VISITORS – 2012 TO 2016

(AVE)
Horsham Western Grampians Wimmera Central Highlands
80%
68%
70%
59%
60% 54%
48%
50%
40%
31%
30% 26%26%
20%
20% 14%12%
7%
10% 3%4% 1%2%2%2% 3%2%3%4% 2%3% 2%
0%
Holiday Visiting Business Employment Education Other reason
friends and
APPENDIX 10.3B
relatives
Source: International Visitor Survey (IVS), Tourism Research Australia (TRA) 2016

50 HRCC
5. CONSIDERATIONS FOR THE EDS
5.1. OVERVIEW 5.2. KEY FINDINGS

This section provides a discussion around the key considerations for the HRCC Considerations for the Horsham Rural City Economic Development Strategy
Economic Development Strategy. Considerations for the Strategy were have been categorised into the following themes:
formulated through the background research detailed in the previous sections of
• Business and Investment Attraction;
this report, as well as extensive consultation with local and regional stakeholders.
• Resident Attraction;
The consultation process included the following:
• Diversifying the Local Economy;
• One-on-one meetings; • Public Sector Industries;
• Workshops; • Support & Engage Existing Business;
• Phone meetings; and • Role in Economic Development;
• An online community survey and online business survey. • Growing the Visitor Economy; and
An overview of the Consultation Schedule is provided in Appendix A and a • Major Projects.
summary of survey results is provided in Appendix B (Community Survey) and
Appendix C (Business Survey).
APPENDIX 10.3B
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5.3. BUSINESS AND INVESTMENT ATTRACTION
Horsham Rural City is well placed to attract new business and industry through Horsham is well positioned to attract industrial businesses that require larger
the region’s competitive advantages including geographic location; the mid-point land holdings, however, smaller ‘business’ ready parcels are required.
between Melbourne and Adelaide, water security through access to the Wimmera
An opportunity exists to provide required infrastructure and services such as
Mallee Pipeline, land availability and affordability, as well as access to major road
access roads, drainage and water services to attract new businesses.
and rail infrastructure including three major highways and the Wimmera
Intermodal Freight Terminal (WIFT). An Industrial Land Strategy for the municipality should be considered in order to
identify the amount of industrial zoned land available, as well as land and
ACCESS TO ROAD AND RAIL infrastructure requirements for existing and new businesses.
Horsham is well serviced for road and rail infrastructure, which could be further WATER SECURITY
The Wimmera Mallee Pipeline, established in 2010, replaced 17,500 km of
The Horsham township is located at the juncture of three major highways; The
inefficient channels providing approximately 9,000 km of rural pipeline.
Western Highway, Wimmera Highway and Henty Highway. These highways
provide critical links to Melbourne and Adelaide, as well as the regional cities of It is estimated that the pipeline saves an average of 103 billion litres of water per
Ballarat and Bendigo. annum and provides a continuous water supply to approximately 7,000 rural
customers and townships across the Wimmera and Mallee.
The Wimmera Intermodal Freight Terminal (WIFT) in Dooen, transformed the
efficient transportation of grain handling and storage in the Wimmera. With an The Pipeline provides water security for the Agriculture sector and is of major
increasing dependence on rail to transport grain, WIFT’s role in the broader region benefit to the region. The Pipeline could be widely promoted to potential new agri-
is further affirmed. WIFT is a major drawcard for new agriculture businesses business that are looking to establish in the region.
looking to establish in the Wimmera.
INVESTMENT PROSPECTUS
INDUSTRIAL LAND AVAILABILITY AND INFRASTRUCTURE REQUIREMENTS
Council should consider commissioning the development of an investment
There is ample industrial zoned land in the Council area, particularly in the Burnt prospectus for the Council area. This should be a document that includes key
Creek Industrial Estate to the south east and Golf Course Road to the south. information about the region and highlight the competitive advantages of
investing in Horsham, as well as specific project and business opportunities.
The Urban Development Program’s (UDP) Regional Industrial Program
APPENDIX 10.3B
concluded that there is adequate stock of zoned industrial land to meet historical The preparation of the Loddon Mallee Region Investment Prospectus was
trends of consumption, as well as accelerated rates of industrial land demand commissioned by ten Council areas in 2016. The prospectus identifies the
for 15+ years (as at 2011). competitive strengths of the region, as well as the specific opportunities that
could be realised.
There is an opportunity to diversify the land parcels to suit a variety of businesses
in terms of their land and infrastructure requirements. 27 priority projects are identified, which include an overview of the project, the
estimated cost and required funding.

52 HRCC
5.4. RESIDENT ATTRACTION
Population growth is a key driver of economic growth as it generates greater Horsham is in close proximity to Mount Arapiles, the Grampians National Park
demand for local good and services and encourages growth in the local economy and a significant number of waterways, which include Lake Toolondo, Lake
through higher employment, wages and salaries and output. Wartook, Green Lake, Taylors Lake, Rocklands Reservoir and Natimuk Lake.
Horsham Rural City has experienced a level of moderate population growth over Horsham is an ideal location for people interested in recreational boating, fishing,
the past decade. Comparatively, over the same period, the broader Wimmera outdoors and adventure.
region’s population declined at a marginal rate. This indicates that Horsham is
attracting a proportion of population from the Wimmera region. SETTLEMENT SERVICES
The community articulated that Horsham Rural City is a particularly liveable area HRCC should consider preparing a settlement service strategy for new residents,
due to a number of competitive strengths including proximity to nature based which provides information to help new residents in the region. This could be
assets, affordable housing, vibrant CBD and favourable climate. particularly helpful for ethnic groups settling in the region.
AFFORDABLE HOUSING MARKETING AND PROMOTION
Housing in Horsham and Natimuk is more affordable compared to other regional Whilst the liveability of Horsham is considered a major drawcard for the region,
areas and the rest of the State. there is a lack of marketing and promotion to prospective residents.
According to A Guide to Property Values, the median house price in Horsham in Promotional content articulating the major advantages of living in Horsham
2015 was $240,000, which is less when compared to Regional Victoria could be marketed throughout Victoria and South Australia.
($307,500) and the rest of the State ($490,000).
An example of an effective campaign promoting a regional centre is the Discover
The median residential property value in Horsham is a competitive advantage Shepparton campaign, which promotes the lifestyle advantages of living and
that could be further promoted to prospective residents and businesses, buyers working in Shepparton including food and produce, natural assets, events, arts
in the market who are looking to trade up, particularly from western Victorian and culture, and sport and recreation.
towns such as Ballarat.
Horsham could adopt a targeted approach to promoting the region, similar to
Housing affordability should be promoted to attract new residents. Shepparton, to attract new residents and businesses, in particular, young families
to the region.
APPENDIX 10.3B
LIVEABILITY
The liveability of Horsham as a rural city is considered a competitive advantage.

A strong community, proximity to an abundance of natural assets, a favourable
climate and reliable health and education services, and arts and culture all
contribute to Horsham’s liveability.
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CAD REVITALISATION BRAND AND AWARENESS
Horsham’s Central Activity District (CAD) is a vibrant hub of retail, commercial, There is limited understanding of the way Horsham is perceived in Melbourne
entertainment, hospitality, cultural and community activity. The town centre and the rest of Victoria.
services a catchment far greater than the Council area, attracting people from
A market research study should be conducted to understand the way Horsham
across the Wimmera for a range of retail, entertainment, health and medical, and
is perceived including positive and negative aspects.
professional and financial services.
A new prominent brand should then be tested which can be used for the visitor
It is estimated that Horsham’s CAD services a resident catchment of 51,000
economy, resident and business attraction. An example of a prominent marketing
people. Horsham has a strong service role for the surrounding Local Government
campaign is the ‘great things happen here’ campaign for Shepparton. The
Areas of Northern Grampians, West Wimmera, Hindmarsh and Yarriambiack.
campaign showcases a number of national brands and industries that are
Residents within the broader catchment travel to Horsham for higher order retail
located in Shepparton, whilst also promoting the lifestyle advantages of the area.
and commercial needs.
Any branding recommendations should be prepared in conjunction with the CAD
supermarkets (Coles, Woolworths and Aldi), Harvey Norman, Kmart, Target,
Bunnings Warehouse and Supercheap Auto.
Shoppers visit Horsham for higher order retail needs including apparel,
homewares, leisure, clothing and apparel, retail services and bulky goods.
beverage establishments, which highlights that the retail offer caters to a variety
of needs.
There is an opportunity to revitalise certain areas of the CAD to improve access
and connectivity, as well as providing areas of open space for people to passively
recreate and engage.
APPENDIX 10.3B
54 HRCC
5.5. DIVERSIFYING THE LOCAL ECONOMY
A key outcome from consultation was the need to diversify the local economy, • Service industries (finance, insurance, IT, education, engineering).
as there can be a substantial reliance on the Agriculture industry. It has been
suggested that the volatility of seasonal production results in flow-on effects for UNDERREPRESENTATION OF PROFESSIONAL SERVICES
the local economy including wages and salaries, and this in turn affects local
The Professional, Technical and Scientific Services sector generates $74 million
expenditure, particularly on discretionary retail items.
in economic output per annum, which accounts for 3% of total output for HRCC.
AGRICULTURE AND DOWNSTREAM INDUSTRY This ranks lower than industries such as Accommodation and Food Services,
Transport, Postal and Warehousing and Public Administration and Safety.
Agriculture is Horsham Rural City’s and the Wimmera Southern Mallee’s most
In 2016, there were an estimated 285 people employed in this sector, which
important industry. The sector generates $180m in economic output per annum,
accounts for 3% of total people employed. Employment in the sector decreased
which accounts for 8% of the City’s total. The sector is also the second largest
by 7% for the period 2006 to 2016.
employer, behind retail, and has a regional export value in the order of $136m per
annum. Consultation with industry have suggested that this sector is underrepresented
in terms of employment and therefore, is recognised as a growth opportunity for
Furthermore, the Agriculture industry in the broader Wimmera Southern Mallee
HRCC.
region generates an estimated $866m in economic output per annum, employs
3,590 people and has a regional export value of $671m. There is an opportunity to work with existing professional businesses to attract
new workers, and understand business needs.
There is an opportunity for Horsham Rural City to facilitate the diversification of
the existing Agriculture sector by further developing sub-sectors and related
CREATIVE INDUSTRY
activities to capitalise on the significant primary production activity.
Analysis of the local business base highlights a significant gap in creative
There are opportunities for Horsham Rural City’s Agriculture industry to facilitate
industry. This includes fields such as Architecture, graphic design, marketing
and IT. Due to this gap, these services are sourced from outside the Wimmera.
value adding industry, new commodities, specialist services, research and
education and improved transport connections to export markets. Other creative industry such as writers, artists and performers may be
encouraged to settle in Horsham Rural City. The Horsham Town Hall precinct is
Opportunities associated with agriculture include:
an outstanding creative industry space which should be promoted to attract
APPENDIX 10.3B
• Warehouse and storage (storage, cleaning, splitting, packaging); creative industry to settle in the region.
• Transport and distribution (freight services, logistics); Working with the community development team, a focus on promoting the
• Retail and wholesale (farm gate, online, supermarkets); creative sector will enhance liveability, attraction and the economy.
• Primary production (intensive Agriculture);
• Agronomy (science & technology);
• Food manufacturing (cereals, protein powder, seeds and oils, abattoir); and
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MINERAL SANDS • Proactive State and Local Governments; and
The Wimmera region is home to a significant proportion of natural mineral • Regional social infrastructure - schools, health, sporting and cultural.
deposits. Donald (Minyip), Avonbank, Drung South and Bungalally are the four Growing the sector will have significant spill over benefits to the broader region.
key sites for mineral sands. The sector is a high value adding activity and is therefore a driver of regional
The Avonbank Project is projected to produce 488 million tonnes of Heavy economic prosperity. Within the Wimmera Southern Mallee regional economy,
Mineral Sands (HMS) and has a projected mine life of 32 years. Avonbank is mining produces the highest rates of return per job, and more than two times the
forecast to commence mining in 2021. value added benefits to the economy than any other sector from the same level
of output growth.
The Bungalally HMS project incorporates over 20% Zircon. The project is located
approximately 10 km south of Horsham. Council in conjunction with the WDA should continue to encourage and facilitate
the development of mineral sands mining and associated activity in an
Whilst these projects are either in pre-feasibility or feasibility stage, once appropriate and sustainable manner.
construction commences and operations are underway, will generate significant
economic benefits to Horsham including output, wages and salaries, and jobs. RENEWABLE ENERGY
The Wimmera Southern Mallee Mining Sector Plan (2012) considers the Horsham Rural City is well positioned to attract investment in large scale
opportunities, constraints and key enabling factors required to further develop renewable projects, specifically solar and wind. Key advantages of establishing
and grow the mining industry within the Wimmera Southern Mallee Region. in Horsham include a large availability of land and long periods of sunlight.
The Plan found that The Wimmera Southern Mallee region has significant In recent years, there has been lobbying with State Government to develop a third
competitive advantages that can enable the local industry to develop. These key interconnector extending from Horsham into South Australia. The interconnector
advantages include: is required for energy storage and distribution.
• Accessible, large scale and high quality resource quantities; The 4,250 ha Murra Warra Wind Farm, located approximately 25km north of
• Secure water resources; Horsham has been approved and is expected to be operational by 2020. The farm
• High levels of liveability for the workforce, particularly compared to other will accommodate up to 116 turbines and a terminal station that will connect to
mining regions; the 220kV grid network.
• Established, experienced and responsive support industries; The Murra Warra Wind Farm Economic Benefit Assessment (2016) identifies
• Experienced, stable and low cost workforce; that the $650 million investment will support 235 direct and 375 indirect FTE jobs
APPENDIX 10.3B
• Excellent transport linkages with an intermodal freight terminal at the heart during the construction phase. Once operational, the project will support 15 direct
of the region in Horsham, road and rail access to the Ports of Portland, and 45 indirect FTE jobs.
Geelong, Melbourne, and Adelaide; Furthermore, the project has the capacity to supply sufficient clean energy to
• Access to high quality research and training institutions; power approximately 250,000 homes and, in the process, reduce Co 2 emissions
• Competitively priced, reliable and accessible power and gas connections; by an estimated 1.3 million tonnes per annum.

56 HRCC
Biomass is another renewable energy opportunity that could be further explored RETAIL TRADE
and developed in the City. Biomass refers to the fuel that is developed from
The Retail Trade industry is strong in terms of output and employment.
organic materials, a renewable and sustainable source of energy used to create
Horsham’s retail catchment extends beyond the Council boundary as the town
electricity or other forms of power.
centre attracts shoppers from the broader region, which includes townships such
Some examples of materials that make up biomass fuels are scrap lumber, forest as Dimboola, Warracknabeal, Edenhope and Donald.
significant opportunity in the supply chain. Horsham offers a diverse range of retailers and includes majors such as three
full-line supermarkets (Coles, Woolworths and Aldi), Harvey Norman, Kmart,
Development in renewable energy and becoming energy efficient is a concept Target, Bunnings Warehouse and Supercheap Auto.
that is widely received and promoted by the Horsham community.
Natimuk Community Energy (NCE) is an organisation with a vision for the homewares, leisure, clothing and apparel, retail services and bulky goods.
community to achieve self-sufficient energy production by 2030. To achieve this
vision, NCE are in the process of introducing an energy buy-back scheme, which
beverage establishments, which highlights that the retail offer caters to a variety
is dependent on solar energy production.
of needs.
Whilst solar and wind farms generally support lower proportions of ongoing
The majority of retail activity is concentrated in the CAD, which provides a vibrant
employment, they generate major capital expenditure and create employment
hub of activity for the town. There is an opportunity to revitalise certain areas of
opportunities throughout the planning, design and construction phases.
the CAD to improve access and connectivity, as well as providing areas of open
space for people to passively recreate and engage.
APPENDIX 10.3B
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5.6. PUBLIC SECTOR INDUSTRIES
Horsham’s public sectors including Health Care and Social Assistance,
EDUCATION
Education and Training, and Public Administration and Safety account for 15% of
Horsham’s annual economic output and supports approximately 31% of local The local community has indicated that secondary and tertiary educational
employment. institutions in Horsham are adequate, however, there are a proportion of students
Horsham and the broader Wimmera region’s population is forecast to age When completed, the School will boast several new classrooms, a large collective
significantly over the next 15 years. Between 2016 and 2031, the proportion of learning area, 2D and 3D art rooms, staff rooms, a food technology centre, music
residents aged over 65 years is expected to increase significantly in HRCC. and drama rooms, and a video and audio recording studio.
Residents aged between 70 and 74 years are forecast to increase by 41%, 75 to
The School, which previously offered education from prep to year 10 only; is
79 years (35%), 80 to 84 years (32%) and over 85 years (20%).
planned to cater to year 11 students from 2018, and year 12 students from 2019.
The expected increase in older residents will generate greater demand for health
Horsham has a competitive advantage with its Agricultural College in
care and medical services in Horsham.
Longerenong. Longerenong College is the only Agricultural education institution
Consulting with Wimmera Health Care Group, there is a short to medium term that offers an advanced diploma in Agribusiness Management.
need for a redevelopment of the Hospital. Key stakeholders have indicated that
the Hospital is at capacity and certain infrastructure and services are becoming
inadequate.
Research.
A recent contribution of state funding for the development of the Wimmera
According to Federation University, the highest proportion of students are
Cancer Centre will significantly bolster health services in the region. Once
enrolled in health services, community services, education and business
completed, the Centre will include nine new day chemotherapy chairs, a wellness
services. The key gap in tertiary programs in the region is humanity based
service, six renal dialysis chairs and modern accommodation facilities for
courses, in particular, history, politics and the arts.
palliative care.
Continued advocacy to attract Government funding for the upgrade and
redevelopment of the Hospital is recommended.
APPENDIX 10.3B
58 HRCC
5.7. SUPPORT AND ENGAGE WITH EXISTING BUSINESS
ENGAGEMENT
Engaging and supporting with existing businesses is a critical component for the
local economy.
Local businesses would like to see the role of the economic development unit to
be focussed on supporting existing businesses in the City and improving the
standard of living for the community. This could be achieved through the
provision of a Client Relationship Management System (CRMS), whereby Council
can interact and contact businesses and record engagements.
BUSINESS SUPPORT SERVICES: NETWORKING AND TRAINING
HRCC should review provision of information, training and support services to

new and existing businesses across the Council area. Improved support services
may encourage the attraction of new businesses, as well as improving
performance for existing businesses.
A review of the following support services should include:
• Education and training – May include training and upskilling in social media,
digital marketing, customer service, financial reporting and administration
services.
• New Enterprise Incentive Scheme (NEIS) - Provides training and business
set-up mentoring assistance for new businesses (currently offered by
RMIT).
• Case management – Provide planning and building advice to new
business/existing business regarding potential development.
APPENDIX 10.3B
• Networking events – This would need to be driven by businesses.
• Ongoing engagement and information to be provided to businesses.
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5.8. ROLE IN ECONOMIC DEVELOPMENT
HRCC’S ROLE IN ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT UNIT (EDU)

Based on the business and community survey results, the priority for economic There should be a clear definition of roles between Council’s Economic
development in Horsham Rural City should be focussed on supporting existing Development Unit and the Wimmera Development Association to ensure there is
business, attracting new business and investment and improving the standard minor overlap in actions and to ensure efficiencies are realised.
of living for the community.
It is recommended that the Economic Development Unit direct resources into
The business and community survey results found that: business engagement and support, as well as tourism and event development
• 45% of business respondents and 34% of community respondents stated and coordination. The WDA’s role should be more focussed on facilitating larger
that the top priority for economic development should be supporting scale business and investment attraction in the region.
existing businesses; Collaboration between the two is paramount and regular contact between
• 30% of business respondents and 14% of community respondents stated Council and the WDA should be made to ensure information is shared.
that the top priority for economic development should be to attract new
business and investment;
• 34% of community respondents and 14% of business respondents state
that the top priority for economic development should be to improve the
standard of living for residents.
The key economic development initiatives supported by local businesses and the
community include:
• Further support and develop the Agriculture and Manufacturing industries;
• Attract transport, storage and logistics businesses;
• Further promote and market the region to potential residents and visitors;
• Develop the retail sector (e.g. food & beverage, clothing & apparel,
homewares & leisure);
APPENDIX 10.3B
• Attract new residents;
• Develop the tourism and events industry;
• Improve community and business networking and engagement;
• Township improvements (e.g. streetscape beautification); and
• HRCC being an employer of choice.

60 HRCC
5.9. GROWING THE VISITOR ECONOMY
Horsham’s visitor economy is largely driven by business and holiday/leisure
visitors, as well as the visiting friends and relatives market and events. FESTIVALS AND EVENTS
The broader region has a significant number of natural attractions including lakes According to TRA, between 2012 and 2016, and average of 4% of domestic
and waterways, Mount Arapiles and the Grampians National Park. overnight visitors to Horsham visited for the purpose of attending an event. This
is marginally higher than the average for Regional Victoria (2%).
FOOD AND BEVERAGE PRODUCT
Tourism events are an effective method of attracting visitors from outside of the
The most common and popular activity for domestic overnight visitors in region that wouldn’t ordinarily visit.
Regional Victoria is eating out at a restaurant and/or café, with 58% participating The annual event calendar in Horsham supports a proportion of visitation to the
in the activity. Council area. The existing event calendar predominantly consists of music,
In order to further develop Horsham as a destination in its own right, the performing arts, art and cultural events. This is largely due to the emergence of
development and provision of high quality food and beverage product presents a arts and culture as a result of the Horsham Town Hall redevelopment.
key opportunity to achieve this. High quality dining options such as cafés, a The Cultural Department and the management team at the Town Hall indicated
gastronomic pub/hotel, provedore, microbrewery and/or wine bar should be that events held at the Town Hall capture audiences that extend beyond the
considered for Horsham’s CAD to contribute to a vibrant town centre and attract Council area, attracting visitors from Ballarat, Warrnambool and townships along
visitors. the Victorian and South Australia border.
The development of food and beverage offer in line with regional produce The Town Hall is a major asset for the region and has the potential to
strengths such as regional pulse production could be a point of difference for accommodate more events throughout the year. Further marketing and
Horsham. promotion of events held at the facility would expand its reach.
Examples could include: The Wimmera Event Centre is a modern purpose built large scale event venue,
• Lentils – Curry, dahl, soup, stew. located on 23 hectares or land. The venue includes two large scale pavilions, a
number of smaller pavilions, meeting rooms, facilities for on-site camping,
• Chickpeas – Hummus, falafel, curry, soup, stew, salad.
catering areas, sheds and outbuildings.
• Wheat – Bread, pasta, pizza, baked goods, cereals.
• Barley –Beer, whisky. The Centre can accommodate a range of large scale events, from music concerts
APPENDIX 10.3B
and festivals to conferences, shows and exhibitions. The Centre can also
accommodate smaller functions and events such as seminars, meetings, and
social functions. An existing major event held at the Centre is the Wimmera
Machinery Field Days.
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There is a proposal to establish a new indoor sports stadium in Horsham. A • Adventure operators (e.g. canoeing);
feasibility study was prepared in 2016, and a preferred site at McBryde Street has • Food and beverage;
been agreed on. A funding strategy is underway for the project.
• Accommodation;
The proposed multi-use indoor sports stadium will significantly bolster he regions • Public art installation;
ability to attract and host regional and state sport and recreation events. The
• Conference/function centre;
preferred site in McBryde Street is in close proximity to Horsham’s CAD, which
will promote activity within the CAD. • Recreational tracks and trails (walking and cycling); and
• Links to Little Desert National Park.
There is an opportunity to increase the provision of events in Horsham Rural City
It is noted that a Master Plan is currently underway for the Wimmera River to
that align with the region’s competitive strengths and may include:
identify potential development opportunities.
• Fishing and boating;
• Food and wine; NATURAL ASSETS
• Outdoor and adventure (e.g. rock climbing); An abundance of natural assets including lakes, rivers, National & State parks are
• Arts and culture; within a 50-kilometre radius of Horsham. Major assets such as the internationally
• Motocross and 4WD; renowned climbing destination; Mount Arapiles Tooan State Park, as well as
Mount Stapylton, Mount Zero and in the Grampians National Park attract a
• Agriculture / farm gate; and
significant level of annual visitation.
• Sport and recreation.
Mount Arapiles is located in Mount Arapiles-Tooan State Park. The Mountain
Council should develop a tourism and events strategy to prioritise event
caters to varying levels of climbing experience, from beginners to advanced, and
attraction and provision, and tourism product development in the region.
attracts an abundance of visitors, both domestic and international.
TOURISM USES ALONG THE WIMMERA RIVER Horsham is in close proximity to a major network of waterways, which include
Lake Toolondo, Lake Wartook, Green Lake, Taylors Lake, Rocklands Reservoir,
The Wimmera River is a major natural asset in close proximity to Horsham’s
Natimuk Lake, Little Desert National Park and Black Range State Park.
town centre. Consultation with the community and industry stakeholders have
suggested that whilst the River is located close to the town centre, there is a Lakes in the region provide opportunities for local and visitors to undertake water-
disconnect between the town centre and the River and the park land surrounding based activities such as swimming, fishing, recreational boating and water-
the River is underutilised. skiing.
APPENDIX 10.3B
Upgrading infrastructure and services at prominent water destinations to support
Tourism uses should be further explored for the land surrounding the River.
existing visitors and encourage new visitors should be considered. This includes
Potential uses include:
the provision of boat ramps, fishing jetties, picnic/BBQ, camping and toilet
• Recreational boating infrastructure; facilities should be considered.
• Fishing infrastructure;
• Picnic/BBQ;

62 HRCC
THE GRAMPIANS Accommodation providers indicated that occupancy is strong during the week
due to the business visitor market, but weekend occupancies are
The Grampians presents a challenge and opportunity for tourism in Horsham.
underrepresented as a result of a weakening holiday and leisure market.
The Grampians itself is a major tourism asset and nature based destination in
Victoria, however there appears to be very little connection between Horsham The existing accommodation gap in Horsham is a high quality serviced
and the Grampians in the eye of the visitor. One of the reasons for this is that apartment and/or hotel establishment.
the majority if visitors to the Grampians travel from Melbourne and do not bypass
Horsham. SELF-DRIVE VISITORS
To investigate opportunities, the following elements should be considered: Horsham is located at the mid-point between Melbourne and Adelaide. According
to Tourism Research Australia, approximately 800,000 self-drive visitors travel
• How to create improved connectivity between the Grampians and Horsham;
between the two cities each year.
• Is there a need to promote Horsham as a destination of its own right,
drawing on its growing strengths in arts and food? There is an opportunity for Horsham to further capitalise on the significant
number of passenger vehicles travelling through on a daily basis. Horsham
• How to encourage development and activity in the Western Grampians
should position itself as the ideal stopover town for self-drive visitors.
including the Wartook Valley and Mt Zero areas.
• Encourage connectivity to the Grampians from Adelaide and South Further development initiatives should be explored in order to capture a
Australia. proportion of passing trade. Examples may include:
Once completed, The Grampians Peaks Trail will become one of Victoria’s • Improve wayfinding signage;
longest and iconic trail. The first section is now complete and offers a 36 km, 3 • Improve promotional signage for local attractions, entertainment and food
day/2 night circuit walk, commencing at Halls Gap. and beverage;
Constructing the trail will continue until the end of 2019, and is expected to • Continue to develop food and beverage product (e.g. cafes, restaurants,
become a drawcard attraction for domestic and international visitation. Ongoing produce);
discussions should continue with Grampians Tourism to determine how • Improve the major entrances of the town (e.g. beautification of the public
Horsham can leverage further off the Grampians, and the Peaks Trail, particularly realm, streetscape improvements, tree plantings); and
given that Mount Zero will be the trail head. • Explore the potential to provide free camping in certain areas.
BRANDING & AWARENESS
APPENDIX 10.3B
ACCOMMODATION There is limited understanding of the way Horsham is perceived in Melbourne
Based on the accommodation type utilised by domestic overnight visitors, the and the rest of Victoria.
existing accommodation supply in Horsham is predominantly hotel/motel A market research study should be conducted to understand the way Horsham
accommodation with a star rating between 3 and 4. Much of the existing stock is perceived including positive and negative aspects.
is considered outdated and in need of refurbishment.
URBAN ENTERPRISE 63
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economy, resident and business attraction. An example of a prominent marketing
campaign is the ‘great things happen here’ campaign for Shepparton. The
campaign showcases a number of national brands and industries that are
located in Shepparton, whilst also promoting the lifestyle advantages of the area.
Any branding recommendations should be prepared in conjunction with the CAD
APPENDIX 10.3B
64 HRCC
5.10. MAJOR PROJECTS
This section discusses the potential delivery of major infrastructure projects in capacity, reduce travel times and improve safety for freight and passenger
the region, that would facilitate significant economic development opportunities transport.
in the region.
visitation between Melbourne and Adelaide.
WESTERN RAIL
Consultation with industry and the community identified that there is a significant HORSHAM BYPASS
opportunity to extend passenger rail services from Ararat to Horsham, creating
In 2015, VicRoads prepared an amendment to the Horsham Planning Scheme
a service from Melbourne to Horsham. This would enable greater connectivity
(C72) which sought to introduce a Public Acquisition Overlay (PAO) to reserve
through the provision of efficient public transportation, creating opportunities for
land for a future Horsham bypass.
local businesses and the community.
At some stage, a bypass is likely to proceed. A separate strategy will be required
A Feasibility Study was prepared to determine the viability of establishing a
to manage the transition to the bypass, including strategies to encourage tourists
passenger rail service throughout the Grampians and Barwon South West
to stop in Horsham for retail, accommodation and other services, and for the
Region. Specifically, the Study assessed the cost to reinstate passenger rail
potential for development of highway related services on the new bypass
services to Horsham and Hamilton.
alignment.
Western Rail outlined that for stage 2 of the project, passenger services should
be reinstated to Horsham and Hamilton by 2023, providing six daily return train WIMMERA INTERMODAL FREIGHT TERMINAL (WIFT)
services to Ararat, four to Horsham and three to Hamilton. These would connect
WIFT’s establishment in 2012 has increased the region’s use of rail as an
at Ballarat with direct trains to and from Melbourne.
efficient mechanism to transport grain.
Whilst the capital expenditure estimated for this project is significant and stage
The 2016 harvest was close to a record for the region, contributing to a
two is beyond the scope of this Strategy, it remains a key infrastructure priority
significant increase in container throughput at the site. Container numbers
for local business and the community.
increased from 900-1,200 twenty-foot equivalent units (TEU) per month, to
2,000-3,000 per month since harvest.
DUAL CARRIAGE HIGHWAY
In 2016/17, The WIFT recorded a throughput of 23,567 TEU, which is above the
The efficient transportation of freight in and out of the Wimmera is paramount.
APPENDIX 10.3B
2020-21 projected activity for the site (22,900 TEU). 3
WIFT has created an alternative method of transporting freight out of Horsham,
however many businesses are still very reliant on heavy vehicle transportation. In 2017, throughput in January was close to the design capacity of the site, and
February was marginally greater than the design capacity of the site of 105 TEU
The Western Highway is single lane from Ararat to Horsham and continues into
per day.
South Australia. The duplication of the Western Highway would increase
3
URBAN ENTERPRISE 65
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Due to the increase level of throughput activity on the site, the WIFT requires
more infrastructure to expand operations. Specifically, infrastructure is required
to increase the storage capacity of empty containers, increase capacity and
accommodate increasing throughput, and improve access and manoeuvrability.
development over the next 10 years, developing and implementing strategies to
further capitalise on the facility’s operations.
AERODROME

Horsham Rural City Council.
The Aerodrome is located approximately 6 kilometres from the central business
district of Horsham.
The Aerodrome comprises a total area of approximately 50 hectares (area
inclusive of privately owned facilities of Horsham Aviation Services) and is
generally ‘L’ shaped to encompass the two runways.
The current operations at the Aerodrome include a range of aeronautical
activities including general aviation, flying training, gliding activities, joy flights,
regular air ambulance services, emergency support during major emergency
events such as bushfires and floods, and some limited RAAF operations.
A draft Masterplan is currently underway for the Aerodrome. Initial
recommendations consider long term opportunities to improve and upgrade the
Aerodrome in terms of extending the runway, utilities, aviation support facilities,
painting and repairs, fuel, ground transport facilities and movement area
facilities.
APPENDIX 10.3B
With potential upgrades and improvements to infrastructure and services at the
Aerodrome, there is an opportunity to expand existing activities and operations.
Similar to Mangalore Airport, the Horsham Aerodrome could support cadet pilot

66 HRCC
APPENDICES
APPENDIX A CONSULTATION STRATEGY
Urban Enterprise gratefully acknowledges the contribution of key stakeholders in ONE-ON-ONE MEETINGS (BUSINESS & INDUSTRY STAKEHOLDERS)
the preparation of this Paper. The stakeholders that contributed to the
JK Milling - Andrew Saunders
consultation process are identified below.
Sustainable Project Services - Emma Vogel (phone conference)
ONLINE SURVEYS
Bayer - Rob Hall (phone conference)
Community Survey - 322 respondents
NuSeed - Daryl Scollary
Business Survey - 81 respondents
Longerenong College - John Goldsmith
Skill Invest - Robyn Gulline / Darren Webster
WORKSHOPS
Wimmera Health Care Group - Marie Aitken / Mark Knights
Tourism Advisory Council
WIM Resource - Michael Winternitz
HRCC Executive Management Team
Business Horsham - Wendy Mitchell / Brian Watts / Brian O'Connor
HRCC Department Managers
Federation University - Geoff Lord
HRCC Councillors
Building Design Consultant - Robin Barber
Wimmera Development Association
Horsham Regional Art Gallery - Adam Harding
Horsham Town Hall - Shana Miatke
HRCC Cultural Department - Jillian Pearce
APPENDIX 10.3B
Natimuk Community Energy - Edwin Irvine (phone conference)
Regional Development Victoria / Grains Research and Innovation Park - Colin
Kemp
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APPENDIX B HRCC COMMUNITY SURVEY RESULTS
The HRCC Economic Development Community Survey was prepared and Question 3 – Describe your occupation (leave black if you don’t have on or are
distributed to a large proportion of the resident population in Horsham Rural City. unsure)
The aim of the survey was to identify the local community’s priorities for
The most common occupations listed included the following:
economic development in the region.
• Farmer;
The survey was distributed online and collected 322 responses.
• Nurse;
A summary of survey results is provided below.
• Manager;
SUMMARY OF RESULTS • Local Government
• Teacher / educator;
Question 1 – Which of the following best describes your household
• Administration;
HOUSEHOLD • Accountant;
Empty nesters (50 - 65 years of age) 22% • Property & Real Estate;
Midlife family with at least one child 13 years or older 20% • Retail;
Retired or semi-retired couple (65+ years) 19% • Sales;
Young family with all children under 12 years 16% • Scientist;
Young or midlife couple with no children 8% • Self-employed / business owner;
Young or midlife single living alone 7% • Carpenter;
Other (please specify) 6% • Cleaner;
Young or midlife single sharing a house 3% • Community / Social Worker;
• Construction;
Question 2 – How many years have you lived in Horsham Rural City (Enter in • Engineer;
numerals only) • Finance;
APPENDIX 10.3B
• Transport and Logistics;
Based on the respondents, the average number of years lived in Horsham Rural
City is 27 years. • Tradesperson.

68 HRCC
Question 4 – Have you ever been in contact with Horsham Rural City Council’s Question 6 – Which of the following economic development initiatives do you
Economic Development Unit? think would make Horsham Rural City a more prosperous and a better place to
live? (you may select more than one answer)
ECONOMIC DEVELOPMENT INITIATIVES

7%
No Further support and develop the Agriculture and Manufacturing industries 60%
11% Develop the retail sector (e.g. food & beverage, clothing & apparel,
50%
homewares & leisure)
Develop the tourism and events industry 48%
Unsure Attract transport, storage and logistics businesses 39%
Further promote and market the region to potential residents and visitors 36%
Improve community and business networking and engagement 29%
82%
Township improvements (e.g. streetscape beautification) 28%
Unsure
Attract new residents 28%
Develop community, arts, cultural and recreation assets 28%
Improve entertainment facilities 23%
Other 14%
Question 5 – What do you feel should be Horsham Rural City Council’s role in
economic development? (rank from highest priority to lowest. 1=highest Question 7 – Are there any specific projects, infrastructure and/or facilities
priority, 5=lowest priority) that you feel will make Horsham Rural City a more attractive place to reside,
ROLE IN ECONOMIC DEVELOPMENT 1 2 3 4 5 invest and/or visit?
Attracting new business and investment 14% 24% 28% 13% 21% Common answers:
Supporting existing business • Passenger rail service to Melbourne;
34% 30% 17% 14% 5%
(growth/sustainability)
• Upgrade and improvement of roads;
Improve standard of living for community
APPENDIX 10.3B
(jobs, participation, infrastructure and 34% 20% 22% 14% 9% • Improve entry points/gateway to Horsham (e.g. landscaping, beautification
services) of public realm, tree plantings);
Resident attraction 8% 13% 17% 25% 38% • River crossing road bridge;
Growing the visitor economy and tourism • Deliver the Horsham bypass;
12% 13% 19% 31% 25%
industry • Greater utilisation of the Wimmera River (tracks and trails, cafes and
restaurants, conference/function centre);
URBAN ENTERPRISE 69
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• Road bridge across Wimmera River;
• Sport and recreation infrastructure development (redevelop city oval, multi-
purpose sporting facility);
• Develop and explore renewable energy opportunity;
• Employment opportunities;
• Provide more entertainment options
• Improve camping and recreation areas at waterways;
• Improve education institutions;
• Support existing business;
• Attract and retain professionals;
• Greater utilisation of Aerodrome;
• Food and beverage (cafes, restaurants);
• Improve health and medical services; and
• Develop value-add operations for key industries (e.g. Agriculture,
Manufacturing)
APPENDIX 10.3B
70 HRCC
APPENDIX C HRCC BUSINESS SURVEY RESULTS
The HRCC Economic Development Business Survey was distributed to

Question 2 – Is your business home based?
businesses within the City to understand business performance, products and
services, initiatives, as well as barriers and opportunities for growth. The survey
was distributed online and collected 81 responses.
A summary of survey results is provided below.
Question 1 – Which industry most accurately describes your business (you
may select more than one box) 39%
INDUSTRY
No Yes
Agriculture, Forestry and Fishing 28%
Retail Trade 19% 61%
Construction 8%
Other (please specify) 7%
Accommodation and Food Services 6%
Transport, Postal and Warehousing 6%
Rental, Hiring and Real Estate Services 5%
Manufacturing 4%
Mining 3%
Electricity, Gas, Water and Waste Services 3%
Wholesale Trade 3%
Financial and Insurance Services 3%
Health Care and Social Assistance 2%
Information, Media and Telecommunication 1%
Professional, Scientific and Technical Services 1%
APPENDIX 10.3B
Administrative and Support Services 1%
Public Administration and Safety 0%
Education and Training 0%
Arts and Recreation Services 0%
Other Services 0%
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Question 3 – What are the main reasons your business is home based? (you Question 4 – As a home-based business, which of the below services would
may select more than one answer) benefit your business? (you may select more than one answer)
0% 10% 20% 30% 40% 50% 60% 70% 0% 10% 20% 30% 40% 50% 60% 70% 80%
Farming 60% High speed internet 68%
High quality mobile connectivity 68%

Flexible working hours 24%
Other (please specify) 24%
Low costs 16%
Business networking opportunities 12%
Less travel 12% Professional development and training 8%
Personal networking opportunities 4%

Business is not ready to be stand alone 8%
Commercial kitchen 4%
Lack of available and/or appropriate
4%
business premises Administration or other support services 4%
Family responsibilities 4% Meeting rooms 0%
Temporary office space 0%
Temporary desk space 0%
Storage space 0%
APPENDIX 10.3B
72 HRCC
Question 5 – Does your business employ staff? Question 7 – By the end of the 2017 calendar year, do you expect the number
of employees to have increased, decreased or stayed the same?
Stayed the
27% 14% Same
Yes No 14%
Decreased
73%
71%
Increase
Question 6 – How many people were employed by your business at the start
of the calendar year (1 January 2016), and then at the end of the calendar year
Question 8 – Do any of your employees fit the following categories? (you may
(31 December 2016)?
select more than one answer)
AVERAGE
0% 10% 20% 30% 40% 50% 60%
Full Time - Start of 2016 7
Full Time - End of 2016 7 Apprentices 50%
Part Time - Start of 2016 1

Trainees 44%
Part Time - End of 2016 1
APPENDIX 10.3B
Casual - Start of 2016 2 Tertiary students / graduates 33%
Casual - End of 2016 2

Work experience students 22%
School based trainees 17%
URBAN ENTERPRISE 73
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Question 9 – Have you had any difficulty recruiting staff? Question 11 – What do you estimate the change in your gross business income
(turnover) was for the 2016/17 financial year compared with the previous
financial year (2015/16)?
Decrease by 1% - 10% 28%

Decrease by 31% or higher 7%
45%
Yes No Increase by 1% - 10% 45%
55% Increase by 11% - 20% 24%
Increase by 21% - 30% 28%
Increase by 31% or higher 28%
No change 10%
Question 12 – What initiatives (if any) did your business undertake in the past
What are the main reasons why you have found it difficult to employ staff? 12 months to improve performance?
(you may select more than one answer) Most common responses include:
0% 10% 20% 30% 40% 50% 60% 70% • Advertising;
Skills shortages
• Investment in infrastructure;
66%
• Marketing; and
Lack of required qualifications 31%
• External training.
Other 31% Question 13 – Do you plan to undertake any business initiatives in the next 12
months to improve performance? (please list)
Salary expectations 21%
APPENDIX 10.3B
Most common responses include:
Small local workforce 21%
• Advertising;
Social issues 10%
• Investment in infrastructure;
Not sure 3% • Marketing; and
• Staff training and recruitment.

74 HRCC
Question 14 – What are the main constraints (if any) to growing your Question 15 – What percentage of your business income is generated from:
business? (you may select more than one answer)
- Within Horsham Rural City;
0% 10% 20% 30% 40% 50% - Regional Victoria;
Local economic conditions 46% - Metropolitan Melbourne;
Attracting skilled employees 39% - Interstate;
Government barriers (e.g. planning) 37% - International;
Labour costs 30% - Online; and
Other 26% - Other.
Obtaining finance 17% 0% 10% 20% 30% 40% 50% 60%
No constraints 11%
Within Horsham Rural City 50%
Lack of marketing skills and training 7%
Regional Victoria 29%
Lack of demand 7%
Interstate 5%
Other
International 5%
- Property rates;
- Value of farm land; Online 5%
- Reduction in client numbers;
- Tax burdens. Metropolitan Melbourne 3%
Other 1%
APPENDIX 10.3B
URBAN ENTERPRISE 75
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Question 16 – What percentage of your business relies on products and Question 17 – If you don’t use suppliers located within Horsham Rural City,
services from: why not?
- Within Horsham Rural City;
- Regional Victoria; Not available
13%
- Metropolitan Melbourne;
- Interstate; Other
13% (please
- International; specify)
- Online; and 56% Not cost

effective
- Other.
21%
0% 10% 20% 30% 40% 50% 60% 70% Unreliable
Within Horsham Rural City 58%
Regional Victoria 17%
Metropolitan Melbourne 11% Other:

- Too expensive;
Interstate 6%
- No relevant;
International
- Office supplies only.
3%
Online 4% Question 18 – If you trade internationally, please list the countries that your
business exports to (please leave this blank if you do not partake in any
Other 1%
international trade)
APPENDIX 10.3B
China;
Papua New Guinea;
Sri Lanka;
Japan;

76 HRCC
Taiwan; Question 20 – Do you currently undertake any marketing or promotion of your
business? (you may select more than one answer)
USA;
Singapore; 0% 5% 10% 15% 20% 25% 30% 35%
Korea; Own website 30%
Saudi Arabia; Not applicable (no marketing or promotion) 23%
England; Local newspapers 19%
Germany. Mail and email-outs 17%
Social media 17%
Question 19 – Is your business currently a member of any local or industry Local radio 11%
networks or associations?
Online business directory 11%
Word of mouth 2%
Question 21 – Please rank from 1 to 5 top five business development topics

45% that you would like training or professional development in (only the top 5
No Yes ranked will be considered in results)
55% BUSINESS DEVELOPMENT 1 2 3 4 5
Marketing 33% 9% 15% 3% 3%
Financial management 9% 9% 0% 12% 6%
Legal advice 9% 9% 6% 3% 12%
Tax advice 6% 9% 9% 9% 9%
APPENDIX 10.3B
IT 9% 12% 6% 6% 15%
Accounting 6% 3% 9% 6% 6%
Common networks and/or associations: Contracts and tenders 3% 6% 3% 9% 9%
- Business Horsham; Land management 9% 6% 3% 9% 0%
- Manufacturing Australia; Exporting 3% 3% 3% 0% 0%
- Wimmera Business Association; Business planning 3% 0% 21% 18% 12%
Social media and online tools 9% 27% 12% 9% 9%
- Victorian Chamber of Commerce and Industry.
URBAN ENTERPRISE 77
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Question 22 - What do you think are the high-level business issues and Question 24 - Which of the following economic development initiatives do you
opportunities that Horsham Rural Council could be advocating for or providing think would make Horsham Rural City a prosperous and a better place to live?
support to local businesses and the community? (you may select more than one answer)
Common responses include: 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
- Attracting new business and industry to Horsham Rural City; Further support and develop major industries (e.g.
83%
Agriculture, Manufacturing, construction)
- Infrastructure projects that will facilitate business;
- Maintaining and upgrading roads; Attract transport, storage and logistics businesses 53%
- Efficiencies in planning and compliance; Further promote and market the region to potential
40%
residents and visitors
- Lack of support for existing business; and
Attract new residents 38%
- Marketing and promotion of Horsham as an ideal place to do business.
Develop the tourism and events industry 36%
Question 23 - What do you think should be Council's role in economic Develop the retail sector (e.g. food & beverage,
32%
development. Rank from highest priority to lowest (1=highest priority, clothing & apparel, homewares & leisure)
5=lowest priority) Improve community and business networking &

23%
engagement
1 2 3 4 5 Township improvements (e.g. streetscape
15%
Attracting new business and investment 30% 26% 23% 12% 9% beautification)
Supporting existing business (e.g. growth,
45% 36% 7% 7% 5% Improve entertainment facilities 15%
sustainability, engagement)
Improve standard of living for community (e.g.
14% 21% 30% 19% 16% Other (please specify) 13%
jobs, participation, infrastructure and services)
Resident attraction 10% 2% 24% 33% 31% Develop community, arts, cultural and recreation
9%
Growing the visitor economy and tourism assets
7% 5% 21% 28% 40%
industry
APPENDIX 10.3B
78 HRCC
Question 25 - Are there any specific projects, infrastructure and/or facilities
that you feel will make Horsham Rural City a more attractive place to visit,
reside or invest?
Common responses include:
- Business development initiatives;
- High speed internet and connection is required;
- Improve health and educations services to attract professionals;
- Continue to develop community infrastructure and services (e.g. multi-
purpose indoor sports facility, streetscape beautification); and
- Develop the riverfront precinct for a range of tourism, commercial and
recreational uses.
APPENDIX 10.3B
URBAN ENTERPRISE 79
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Urban Enterprise

(03) 9482 3888
APPENDIX 10.3B
HORSHAM ECONOMIC
DEVELOPMENT STRATEGY 2017 –
2021
DRAFT STRATEGY REPORT
OCTOBER 2017 HORSHAM RURAL CITY COUNCIL
APPENDIX 10.3C
Urban Enterprise Urban Planning / Land Economics / Tourism Planning / Industry Software
Urban Enterprise

(03) 9482 3888

VERSION: 1
DISCLAIMER
responsibility in any way whatsoever to any person or organisation (other than that for which this report
has been prepared) in respect of the information set out in this report, including any errors or omissions
APPENDIX 10.3C
therein. In the course of our preparation of this report, projections have been prepared on the basis of
assumptions and methodology which have been described in the report. It is possible that some of the
assumptions underlying the projections may change. Nevertheless, the professional judgement of the
members and employees of Urban Enterprise Pty. Ltd. have been applied in making these assumptions,
such that they constitute an understandable basis for estimates and projections. Beyond this, to the extent
that the assumptions do not materialise, the estimates and projections of achievable results may vary.
CONTENTS
1. INTRODUCTION 32 7.4. PRIMARY INDUSTRIES: STRATEGIES AND ACTIONS 2320
1.1. BACKGROUND 32 8. THEME 3: A VIBRANT CENTRAL ACTIVITY DISTRICT 2623
1.2. APPROACH 32 8.1. OBJECTIVE 2623
PART A. ECONOMIC PROFILE 65 8.2. OVERVIEW 2623
2. POLICY AND STRATEGIC CONTEXT 76 8.3. CONSIDERATIONS 2724
3. DEMOGRAPHICS 87
8.4. A VIBRANT CENTRAL ACTIVITY DISTRICT: STRATEGIES AND
4. ECONOMIC PROFILE 108
ACTIONS 2926
4.1. OVERVIEW 108
9. THEME 4: PUBLIC SECTOR INDUSTRY 3229
4.2. KEY ECONOMIC INDICATORS 108
9.1. OBJECTIVE 3229
4.3. INDUSTRY OVERVIEW 119
9.2. OVERVIEW 3229
PART B. STRATEGIC FRAMEWORK 1210
5. ECONOMIC DEVELOPMENT FRAMEWORK 1311
9.4. PUBLIC SECTOR INDUSTRY: STRATEGIES AND ACTIONS 3431
5.1. VISION 1311
10. THEME 5: DESTINATION HORSHAM 3633
5.2. KEY THEMES 1311
10.1. OBJECTIVE 3633
6. THEME 1: BEST PRACTICE IN ECONOMIC DEVELOPMENT 1412
10.2. OVERVIEW 3633
6.1. OBJECTIVE 1412
6.2. OVERVIEW 1412
10.4. DESTINATION HORSHAM: STRATEGIES AND ACTIONS 4037
11. THEME 6: ECONOMIC INFRASTRUCTURE 4542
6.4. BEST PRACTICE ECONOMIC DEVELOPMENT: STRATEGIES AND
ACTIONS 1714 11.1. OBJECTIVE 4542
7. THEME 2: PRIMARY INDUSTRIES 2017 11.2. OVERVIEW 4542
7.1. OBJECTIVE 2017 11.3. CONSIDERATIONS 4643
7.2. OVERVIEW 2017 11.4. ECONOMIC INFRASTRUCTURE: STRATEGIES AND ACTIONS
APPENDIX 10.3C
4845
ACKNOWLEDGMENTS
Urban Enterprise would like to acknowledge the consultation sessions and providing input through
ACRONYMS
contributions made by Horsham Rural City surveys.
Council, businesses and residents for attending ABARES – Australian Bureau of Agricultural and
Resource Economics and Sciences
ABS – Australian Bureau of Statistics WDA – Wimmera Development Association
GLOSSARY OF TERMS
ALOS – Average Length of Stay WIFT – Wimmera Intermodal Freight Terminal
Domestic day trip visitor - Those who travel for a
ANZSIC – Australia New Zealand Standard WSMR – Wimmera Southern Mallee Region round trip distance of at least 50 kilometres, are
Industry Classification away from home for at least 4 hours, and who do
CAD – Central Activity District not spend a night away from home as part of their
travel. Same day travel as part of overnight travel is
CRMS – Client Relationship Management System excluded.
EDS – Economic Development Strategy Domestic overnight visitor - People aged 15 years
EDU – Economic Development Unit and over who undertake an overnight trip of one
night or more and at least 40 kilometres away from
FTE – Full Time Equivalent home are referred to as overnight visitors. Only
those trips where the respondent is away from home
GRP – Gross Regional Product
for less than 12 months are in scope of the NVS.
HRCC – Horsham Rural City Council
International visitor - A person is defined as an
IVS – International Visitor Survey international visitor to Australia if they are
currently a resident overseas, have been in Australia
LGA – Local Government Area
for less than one year and are aged 15 years or over.
LPPF – Local Planning Policy Framework
Short Term – Refers to the indicative timeframe to
MSS – Municipal Strategic Statement undertake actions, detailed in the Strategy. 1 to 2
years
Medium Term – Refers to the indicative
NEIS – New Enterprise Incentive Scheme
timeframe to undertake actions, detailed in the
NVS – National Visitor Survey Strategy. 2 to 3 years
PAO – Public Acquisition overlay Long Term – Refers to the indicative timeframe to
undertake actions, detailed in the Strategy. 3 to 5
RDV – Regional Development Victoria years.
SEIFA – Socio Economic Index for Areas
APPENDIX 10.3C
SPPF – State Planning Policy Framework
TRA – Tourism Research Australia
TSA – Tourism Satellite Account
UDP – Urban Development Program
VIF – Victoria In Future
URBAN ENTERPRISE 2
FEB-18DEC-17
1. INTRODUCTION
1.1. BACKGROUND Annually a review of achievements against the actions from the action plan will be
undertaken in conjunction with business sentiment, stakeholder and visitor
The aim of the Horsham Economic Development Strategy is to strengthen, enhance surveys to provide a holistic snapshot. A review of the Economic Development
and further diversify the existing economic, tourism and industrial base in strategy will also take place to ensure changes to other strategies, policies and
Horsham Rural City through a strategic and collaborative approach, which leads to significant developments are captured.
sustainable growth that improves the wealth and wellbeing of the community.
This Strategy has been prepared by Urban Enterprise on behalf of Horsham Rural Collectively the surveys, reviewed strategy and action plan reports will be used to
City Council. inform the development of the next annual action plan in close consultation with
This document is presented in two parts: key stakeholders.
Part A Economic Profile: Provides key economic data which highlights the
attributes of Horsham’s economy and demographic trends.
Part B Future Directions: Provides the framework to guide implementation of the
Strategy, including a vision, themes, strategies and actions for economic
development over the next five years (2017 to 2021).
Locational and township context plans are provided on pages 3 and 4.
1.2. APPROACH
This Strategy Report was developed following the preparation of a Background
Discussion Paper, which underpins and informs future directions identified in this
Strategy.
The approach and methodology adopted for the Horsham Rural City Economic
Development Strategy is provided in Table 1.
APPENDIX 10.3C
Each year through the life of this strategy an annual action plan will be developed
and will include provision for regular monitoring and reporting.
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TABLE 1 APPROACH AND METHODOLOGY
Strategy and Policy A comprehensive review of existing literature pertaining to

Context Horsham Rural City and the Wimmera Southern Mallee’s
economy, which includes existing objectives and strategies for
promoting economic growth in the region.
Economic and An assessment of Horsham Rural City and Wimmera Southern

Demographic Research Mallee’s economy using key indicators such as Gross Regional
and Analysis Product (GRP), output, regional exports and employment.
This stage also includes a profile of Horsham’s resident
demographic including historical & future population growth,
age profile, level of disadvantage, housing, income and
occupation.
The Visitor Economy Assessment of domestic and international visitation to the

Council area including the identification of key visitor markets
(travel groups, age profile, length of stay, activities undertaken
and visitor origin).
This stage provides an overview of the local and regional tourism
strengths and identifies certain gaps in tourism product and
development.
Consultation A thorough consultation process included a series of workshops,

one-on-one meetings and online surveys to engage stakeholders.
Industry representatives, local businesses, referral authorities,
Council staff and Councillors, and the community were consulted
as part of this project.
Background Discussion The preparation of a Background Discussion Paper, which
APPENDIX 10.3C
Paper includes all background research and analysis identified above.
Locational context

Township context
APPENDIX 10.3C
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PROFILE
PART A. ECONOMIC
APPENDIX 10.3C
CONTEXT
2. POLICY AND STRATEGIC
The Horsham Rural City Economic Development Strategy builds on existing Drawing on existing policy and strategy, the key strategic economic development
research, strategy and policy documents. Some of the key documents which have opportunities identified for Horsham Rural City include:
been reviewed to inform the Economic Development Strategy include:
 Support Horsham’s role as a major service centre for the broader Wimmera
 State Planning Policy Framework; region.
 Local Planning Policy Framework;  Continue to develop Horsham’s Central Activity District (CAD) to create a
 Wimmera Southern Mallee Regional Growth Plan; vibrant hub for residents, workers and visitors.
 Wimmera Development Association Strategic Plan 2016 – 2020;  Support the community through the provision of infrastructure and services.
 Regional Development Focus, Regional Development Victoria;  Capitalise on the region’s water security provided by the Wimmera-Mallee
Pipeline, and facilitate new business and investment opportunities.
 Wimmera Southern Mallee Mining Sector Plan;
 Continue to foster development in the renewable energy sector.
 Horsham Rail Corridor Master Plan;
 Support and protect the Agriculture industry and recognise its importance as a
 Victorian Visitor Economy Strategy;
key sector in the Wimmera.
 Victoria’s 2020 Tourism; and
 Diversify the Agriculture industry through value-adding, new commodities,
 HRCC Tourism Master Plan. specialist services, research and education, innovation and mechanisations,
Based on the review of local and regional strategy and policy, the priority and transport network efficiencies.
objectives for economic development in Horsham and the broader Wimmera  Facilitate and encourage the development of the Mining sector (mineral
Southern Mallee are focussed around supporting major industry such as sands).
Agriculture and Manufacturing, improving liveability for the community,and  Attract investment and facilitate development in the Tourism industry.
providing opportunities for all members of the community, fostering growth Specifically, aim to attract a greater number of domestic and international
opportunities in new and emerging industries and attracting business, investment, visitors, and increase the average length of stay.
residents and visitors.
 Ensure the long-term prosperity of operations at the Wimmera Intermodal
There is also an objective to further diversify the local economy to create greater Freight Terminal (WIFT) Precinct through infrastructure and service
resilience. Horsham’s role as a regional City in the broader Wimmera sees it well- development.
placed to accommodate growth in public service industries such as health and  Encourage and facilitate industrial activity in allocated industrial areas and
education, as well as industries that develop more organically through an increase ensure they are well serviced by infrastructure.
APPENDIX 10.3C
in population and activity such as retail, food and accommodation services,  Facilitate further development at the Horsham aerodrome for aviation related
entertainment and recreation, construction and professional services. activities.
 Encourage ongoing relationships with Regional Partners.
 Support retail sector
 Support and promote Horsham Town Hall and Regional Art Gallery and other
cultural offerings
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3. DEMOGRAPHICS
APPENDIX 10.3C
Horsham Rural City’s population is growing at approximately 0.7% per annum. Between 2006 and 2016 the resident
POPULATION population increased from 18,498 to 19,887 (+7.5%).
This is moderate population growth when compared to Regional Victoria. Over the same period, Regional Victoria’s
population grew by approximately 12%.
Between 2016 and 2031, the population of Horsham Rural City is forecast to increase by 0.6% per annum, reaching a
total population of approximately 21,800 by 2031.
Between 2006 and 2016, the population of the Wimmera Southern Mallee decreased from 48,441 to 47,156, which
translates to a decrease of 2.7%. The population is forecast to decrease by a further 2.8% by 2031. It can be concluded
that a proportion of the population in the WSMR are moving to HRCC.
Horsham Rural City’s resident population is ageingliving longer. Between 2016 and 2031, the proportion of residents
AGE STRUCTURE aged over 65 years is expected to increase significantly in HRCC. The proportion of residents aged between 70 and 74
years are expected to increase by 41%, 75 to 79 years (+35%), 80 to 84 years (+32%) and over 85 years (+20%).
The expected increase in older residents will generate greater demand for health care and medical services in
Horsham.
The most common family composition in HRCC is couple families without children (43%) and couple families with
HOUSEHOLD COMPOSITION children (40%).
89% of dwellings are occupied with the most common dwelling structure a separate house (88%), followed by a flat,
unit or apartment (7%).
As at 2015, the median house price in Horsham was $240,000, which is considerably less than Victoria ($490,000) and
HOUSING AFFORDABILITY Regional Victoria ($307,500).
In the ten year period, 2006 to 2015, Horsham’s median price increased by 41%, which is comparable to Regional
Victoria (40%), but less than Victoria (63%).
SEIFA (Socio-Economic Indexes for Areas) describes the relative level of socio-economic disadvantage in an area.
LEVEL OF DISADVANTAGE Advantage is defined in terms of access to material and social resources and ability to participate in society.
(SEIFA) Australia’s index is set up so that lower numbers are more disadvantaged, and higher numbers are less disadvantaged.
APPENDIX 10.3C
Horsham Rural City has a SEIFA score of 987, which ranks 45th most advantaged in Victoria (out of 80). In Regional
Victoria, Horsham is ranked 18th most advantaged (out of 47 LGA’s). Significant pocket of disadvantage in Horsham
North (1st decile ranking).
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4. ECONOMIC PROFILE
4.1. OVERVIEW 4.2. KEY ECONOMIC INDICATORS
Horsham Rural City’s economy is largely driven by:
 Agriculture; both dry land broadacre farming (grain and pulse production) and Horsham Rural
Victoria
livestock grazing; City
 Manufacturing; specifically, food products, metal products and transport
equipment and parts; GROSS REGIONAL PRODUCT $1.2 Billion $374 Billion
 Construction; (GRP)
 Public sector industries including Health, Education and Public
Administration and Safety; and
ECONOMIC OUTPUT $2.3 Billion $798 Billion
 Retail and services; drawing on Horsham’s role as the Wimmera’s key
commercial centre, Horsham employs a substantial number of retail and
service sector workers.
EMPLOYMENT 8,419 Jobs 2.4m Jobs
Social Assistance (+23%), Accommodation & Food Services (+11%), Electricity, REGIONAL EXPORTS $708 Million $121 Billion
Gas, Rental & Hiring (+8%) and Manufacturing (+8%).
include Rental, Hiring & Real Estate Services (-14%), Agriculture (-13%), REGIONAL IMPORTS $548 Million $135 Billion
Financial & Insurance Services (-9%), Professional & Scientific Services and
Retail (-5%).
Due to Horsham’s role as a major industry service centre for the Wimmera WAGES & SALARIES $574 Million $185 Billion
Southern Mallee region, job containment is high at 94%, meaning the vast majority
APPENDIX 10.3C
of residents are employed within the municipality.

4.3. INDUSTRY OVERVIEW
LOCAL
EMPLOYMENT WAGES AND LOCAL SALES REGIONAL REGIONAL VALUE-
INDUSTRY SECTOR OUTPUT ($M) EXPENDITURE
(JOBS) SALARIES ($M) ($M) EXPORTS ($M) IMPORTS ($M) ADDED ($M)
($M)
Manufacturing $321.4 449 $39.4 $100.2 $163.8 $78.1 $181.1 $62.3
Construction $282.1 578 $46.2 $96.2 $52.4 $134.3 $59.5 $88.3
Wholesale Trade $135.8 368 $40.3 $50.9 $33.3 $40.8 $29.7 $65.4
Retail Trade $127.2 1,162 $50.0 $18.9 $26.1 $30.0 $19.2 $78.0
Other Services $58.5 439 $20.6 $17.3 $15.9 $16.9 $11.8 $29.8
APPENDIX 10.3C
Mining $31.4 35 $3.9 $1.6 $28.5 $9.2 $10.5 $11.7
TOTAL $2,329.8 8,357 $573.5 $657.8 $707.8 $657.8 $548.4 $1,123.4
Source: Horsham Rural City Council, Remplan Economy 2017
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PART B. STRATEGIC FRAMEWORK
APPENDIX 10.3C
5. ECONOMIC DEVELOPMENT FRAMEWORK
5.1. VISION 5.2. KEY THEMES
Best Practice in Horsham Rural City will be a leader in economic development

THEME 1 Economic practices and embed a proactive open for business attitude across
Horsham Rural City will actively engage and
Development the organisation
support its existing business base and continue
to improve the wealth and wellbeing of its
residents. Horsham Rural City and its partners will continue to facilitate
THEME 2 Primary Industries growth in primary industries including agriculture, processing,
The City will build on its strong economic mining and renewable energy
base, whilst diversifying the economy through
facilitating investment and business attraction
in existing and emerging industry sectors. Horsham Central Activity District will continue to develop into a
vibrant hub which supports services for Wimmera residents and
A Vibrant Central visitors. The Central Activity District will become increasingly
THEME 3
Activity District attractive for the services sector, professional and creative
businesses and entrepreneurs.
Horsham’s health and education sector will continue to develop to

Public Sector meet the needs of the Wimmera Region and provide high quality
THEME 4
Industry services to the community
Horsham will become a strong recognisable brand in key markets

and be renowned for its liveability, quality service sector, strong
Destination community values, food and creative industry. Tourism product and
THEME 5
Horsham events will develop to drive visitors to the region to explore nature
based assets and attend unique events and festivals.
APPENDIX 10.3C
Horsham Rural City will work towards attracting investment in
critical infrastructure projects that support the economy including
Economic
THEME 6 passenger rail services, dual carriage highway and Horsham
Infrastructure
Bypass, WIFT, the Aerodrome and IT/telecommunications.
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6. THEME 1: BEST PRACTICE IN ECONOMIC DEVELOPMENT
Horsham Rural City will be a leader in economic development practices and
embed a proactive open for business attitude across the organisation.
 Improvements in economic development governance;
 Clear definition of roles and responsibilities for the EDU;
 Form relationships with the local business community;
 Provide useful information to businesses;
 Support business growth;
 Promote networking and training opportunities;
 Attract new investment and industry;
 Embed economic development as a priority within Council decision-making;
 Promote sustainable business practices.

 Decrease the turnaround time for business planning applications;
 Develop and maintain an up-to-date business database;
 Implementation of processes and procedures to ensure that the Economic
Development Unit are engaging regularly and meaningfully with local
businesses;
 Business and investment attraction.
APPENDIX 10.3C
6.3. CONSIDERATIONS
ROLE IN ECONOMIC DEVELOPMENT ENGAGEMENT

The priority for economic development in Horsham Rural City should be focussed Engaging with and supporting with existing businesses is a critical component for
on supporting existing business, attracting new business and investment and the local economy.
improving the standard of living for the community.
Local businesses would like to see the role of the economic development unit to be
The key economic development initiatives supported by local businesses and the focussed on supporting existing businesses in the City and improving the standard
community include: of living for the community. This could be achieved through the provision of a
Client Relationship Management System (CRMS), whereby Council can interact
 Further support and develop the Agriculture and Manufacturing industries; and contact businesses and record engagements.
 Attract transport, storage and logistics businesses;
Council recognises that it is a major purchaser of goods, services and works that its
 Further promote and market the region to investors, residents and visitors;
procurement practices have the potential to impact the local economy. Council will
 Develop the retail sector (e.g. food & beverage, clothing & apparel, endeavour to support local business and industries where such purchases can be
homewares & leisure); justified in achieving value for money.
 Attract new residents;
 Develop the tourism and events industry; BUSINESS SUPPORT SERVICES: NETWORKING AND TRAINING
 Improve community and business networking and engagement; and HRCC should consider organisingreview provision of information, training and
 Township improvements (e.g. streetscape beautification). support services to new and existing businesses across the Council area. Improved
 HRCC being an employer of choice support services may encourage the attraction of new businesses, as well as
improving performance for existing businesses.
ECONOMIC DEVELOPMENT UNIT (EDU) Council could provide theReview of the following support services should
There should be a clear definition of roles between Council’s Economic include::
Development Unit and the Wimmera Development Association to ensure that there  Education and training – May include training and upskilling in social media,
is minimal overlap in economic development activities. digital marketing, customer service, financial reporting and administration
It is recommended that the Economic Development Unit direct resources into services.
business engagement and support, as well as tourism and event development and  New Enterprise Incentive Scheme (NEIS) - Provides training and business
coordination. The WDA’s role should be more focussed on facilitating larger scale set-up mentoring assistance for new businesses (currently offered by RMIT).
APPENDIX 10.3C
business and investment attraction in the broader region.  Case management – Provide planning and building advice to new
Collaboration between the two is paramount and regular contact between Council business/existing business regarding potential development.
and the WDA should continue to ensure information is shared.  Networking events – This would need to be driven by businesses.
 Ongoing engagement and information to be provided to businesses.
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APPENDIX 10.3C
STRATEGY 1 Improve the governance structures within the Economic Development Unit
ACTION 1.1 Clearly define the role and responsibilities for Council’s Economic Development Unit with a Planning & Economic Short term
focus on the following key areas: Development
- Business engagement and support;
- Business and investment attraction;
- Tourism (product development, investment attraction, marketing);
- Festivals and events (engagement with existing event operators, event development, support
and procurement);
- Management of the Visitor Information Centre; and
- Management of the Wimmera Business Centre.
ACTION 1.2 Undertake regular meetings between the WDA and Council’s Planning and Economic Planning & Economic Ongoing
Development Department to inform and discuss economic development opportunities. Development / Planning
Department / WDA / DEDJTR
APPENDIX 10.3C
STRATEGY 2 Engage and support new and existing businesses
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ACTION 2.1 Develop a dynamic and up-to-date business database system and ensure information is correct, Planning & Economic Short term and
up-to-date, and cross references the most recent Australian Business Register (ABR) data. At a Development / local ongoing
minimum, it should include the following fields: businesses
- Name of Business;
- Business Type;
- Lead and Secondary Business Contact
- Address;
- Contact Details (phone & email address);
- Industry Classification; and
- Number of Employees.
ACTION 2.2 Investigate the establishment of an interactive Client Relationship Management System which can Planning & Economic Short term
be used to record and track business engagement and report on economic development Development / EDA
performance measures.
Engage with EDA Victorian State Practitioners Network as to how this may be implemented and
used.
ACTION 2.3 Engage with businesses using a variety of methods where necessary. Develop a regular email Planning & Economic Ongoing
newsletter to go to businesses on the business database (once completed), promoting Council Development/Business
projects, networking and training opportunities and grants programs. Horsham/WBC
ACTION 2.4 Ensure staff within Council’s EDU are visible and active in the business community. Planning & Economic Ongoing
Development
APPENDIX 10.3C
STRATEGY 3 Promote business development and networking opportunities within the business community

ACTION 3.1 Facilitate education and training events with the business community. Topics may include: Planning & Economic Medium term and
Development/WBC/Federation ongoing
- Marketing and advertising;
Uni/Education/LLEN
- Financial management and reporting;
- Business administration.
ACTION 3.2 Facilitate networking events with the business community. Planning & Economic Short term and
Development/Business ongoing
Horsham/VFF/Wartook
Promotions Group/Horsham
Town Hall/Art
Gallery/Community groups
APPENDIX 10.3C
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7. THEME 2: PRIMARY INDUSTRIES
Horsham Rural City and its partners will continue to facilitate growth in primary
industries including agriculture, processing, mining and renewable energy.
 Volatility of commodity prices;
 Environmental challenges (e.g. drought);
 Leverage investment from Wimmera-Mallee Pipeline;
 Diversification within the sector;
 Mechanisation and consolidation of land/enterprise;
 Public awareness of the mining industry;
 Enabling infrastructure requirement (e.g. electricity interconnector).

 Increase in agricultural production;
 Employment growth;
 Increase in output and regional exports;
 Increase in value-adding activities;
 Establishment of solar and wind farms;
 Commence Facilitate construction phase for mineral sands projects.
APPENDIX 10.3C
7.3. CONSIDERATIONS
It is estimated that the pipeline saves an average of 103 billion litres of water per
AGRICULTURE AND DOWNSTREAM INDUSTRY
annum and provides a continuous water supply to approximately 7,000 rural
Agriculture is Horsham Rural City’s and the Wimmera Southern Mallee’s most customers and townships across the Wimmera and Mallee.
important industry. The sector generates $180m in economic output per annum, The Pipeline provides water security for the Agriculture sector and is of major
which accounts for 8% of the City’s total. The sector is also the second largest benefit to the region. The Pipeline could be promoted to potential new agri-
employer, behind retail, and has a regional export value in the order of $136m per business that are looking to establish in the region.
annum.
Furthermore, the Agriculture industry in the broader Wimmera Southern Mallee MINERAL SANDS
region generates an estimated $866m in economic output per annum, employs
The Wimmera region is home to a significant proportion of natural mineral
3,590 people and has a regional export value of $671m.
deposits. Donald (Minyip), Avonbank, Drung South and Bungalally are the four
There is an opportunity for Horsham Rural City to facilitate the diversification of key sites for mineral sands.
the existing Agriculture sector by further developing sub-sectors and related
The Avonbank Project is projected to produce 488 million tonnes of Heavy
activities to capitalise on the significant primary production activity.
Mineral Sands (HMS) and has a projected mine life of 32 years. Avonbank is
There are opportunities for Horsham Rural City’s Agriculture industry to facilitate forecast to commence mining in 2021.
The Bungalally HMS project incorporates over 20% Zircon. The project is located
value adding industry, new commodities, specialist services, research and
approximately 10 km south of Horsham.
education and improved transport connections to export markets.
Whilst these projects are either in pre-feasibility or feasibility stage, once
Opportunities associated with agriculture include:
construction commences and operations are underway, will generate significant
 Warehouse and storage (storage, cleaning, splitting, packaging); economic benefits to Horsham including output, wages and salaries, and jobs.
 Transport and distribution (freight services, logistics); The Wimmera Southern Mallee Mining Sector Plan (2012) considers the
 Retail and wholesale (farm gate, online, supermarkets); opportunities, constraints and key enabling factors required to further develop and
 Primary production (intensive Agriculture); grow the mining industry within the Wimmera Southern Mallee Region.
 Agronomy (science & technology); The Plan found that The Wimmera Southern Mallee region has significant
 Food manufacturing (cereals, protein powder, seeds and oils, abattoir); and competitive advantages that can enable the local industry to develop. These key
 Service industries (finance, insurance, IT, education, engineering). advantages include:
APPENDIX 10.3C
 Accessible, large scale and high quality resource quantities;
WATER SECURITY  Secure water resources;
The Wimmera Mallee Pipeline, established in 2010, replaced 17,500 km of  High levels of liveability for the workforce, particularly compared to other
inefficient channels providing approximately 9,000 km of rural pipeline. mining regions;
 Established, experienced and responsive support industries;
 Experienced, stable and low cost workforce;
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 Excellent transport linkages with an intermodal freight terminal at the heart of Furthermore, the project has the capacity to supply sufficient clean energy to power
the region in Horsham, road and rail access to the Ports of Portland, Geelong, approximately 250,000 homes and, in the process, reduce Co 2 emissions by an
Melbourne, and Adelaide; estimated 1.3 million tonnes per annum.
 Access to high quality research and training institutions; Biomass is another renewable energy opportunity that could be further explored
 Competitively priced, reliable and accessible power and gas connections; and developed in the City. Biomass refers to the fuel that is developed from
 Proactive State and Local Governments; and organic materials, a renewable and sustainable source of energy used to create
electricity or other forms of power.
 Regional social infrastructure - schools, health, sporting and cultural.
Some examples of materials that make up biomass fuels are scrap lumber, forest
Growing the sector will have significant spill over benefits to the broader region.
The sector is a high value adding activity and is therefore a driver of regional
significant opportunity in the supply chain.
economic prosperity. Within the Wimmera Southern Mallee regional economy,
mining produces the highest rates of return per job, and more than two times the Development in renewable energy and becoming energy efficient is a concept that
value added benefits to the economy than any other sector from the same level of is widely received and promoted by the Horsham community.
output growth.
Natimuk Community Energy (NCE) is an organisation with a vision for the
Council in conjunction with the WDA should continue to encourage and facilitate community to achieve self-sufficient energy production by 2030. To achieve this
the development of mineral sands mining and associated activity in an appropriate vision, NCE are in the process of introducing an energy buy-back scheme, which is
and sustainable manner. dependent on solar energy production.
Whilst solar and wind farms generally support lower proportions of ongoing
RENEWABLE ENERGY
employment, they generate major capital expenditure and create employment
Horsham Rural City is well positioned to attract investment in large scale opportunities throughout the planning, design and construction phases.
renewable projects, specifically solar and wind. Key advantages of establishing in
Horsham include a large availability of land and long periods of sunlight.
In recent years, there has been lobbying with State Government to develop a third
interconnector extending from Horsham into South Australia. The interconnector is
required for energy storage and distribution.
The 4,250 ha Murra Warra Wind Farm, located approximately 25km north of
Horsham has been approved and is expected to be operational by 2020. The farm
will accommodate up to 116 turbines and a terminal station that will connect to the
220kV grid network.
APPENDIX 10.3C
The Murra Warra Wind Farm Economic Benefit Assessment (2016) identifies that
the $650 million investment will support 235 direct and 375 indirect FTE jobs
during the construction phase. Once operational, the project will support 15 direct
and 45 indirect FTE jobs.

7.4. PRIMARY INDUSTRIES: STRATEGIES AND ACTIONS
STRATEGY 4 Encourage and facilitate the diversification of the Agricultural base through value-adding, research and innovation, new commodities and
related activities
ACTION 4.1 Encourage the development of intensive farming practices. Work with the State Government Planning & Economic Development / Medium term
Department of Economic Development, Jobs, Transport and Resources, Agriculture Victoria, WDA / Agriculture Victoria / GWM
WDA and the local education and agricultural research sectors to promote intensive farming Water/VFF
in suitable locations (i.e: access to Wimmera Mallee Pipeline).
ACTION 4.2 Promote agri-tourism opportunities to industry. Establish an information kit which exposes Planning & Economic Development / Medium term
primary industry to agri-tourism opportunities including case studies and information of the WDA / Agriculture Victoria /
local market. Grampians Tourism/VFF
ACTION 4.3 Promote the competitive advantages of the region to attract and develop agricultural supply WDA / Agriculture Victoria / Medium term
chain businesses such as: Planning & Economic Development /
DEDJTR
- Warehouse and storage (storage cleaning, splitting, packaging);
- Transport and distribution (freight services, logistics);
- Food manufacturing (cereals, protein powder, seeds and oils, abattoir).
Develop a prospectus which identifies key opportunities and supporting information and
make contact with businesses out of region to understand prerequisites for establishing
businesses in Horsham Rural City.
ACTION 4.4 Promote the competitive strengths (e.g. Wimmera-Mallee Pipeline, WIFT) to encourage new WDA/ Planning & Economic Medium term
agribusiness to establish in the region. Development / Agriculture Victoria /
APPENDIX 10.3C
DEDJTR
STRATEGY 5 Engage and support the agricultural business community, and ensure the region remains the leader in grain production, research, education and
innovation
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ACTION 5.1 Develop a business database of agri-business firms (this may be undertaken as part of Action Planning & Economic Development Short term
2.1)
ACTION 5.2 Ensure there is an experienced economic development officer responsible for engaging with Planning & Economic Development / Short term
the Agriculture sector. This includes developing strategic relationships with: WDA
- Businesses;
- Relevant State and Federal government personnel (e.g. Agriculture Victoria, GWM
Water);
- Industry groups; and
- Education institutions (e.g. Longerenong College) .
The nominated staff member should have a strong understanding of local agricultural
conditions.
ACTION 5.3 Participate in an annual roundtable event for the Agriculture industry representatives. Planning & Economic Development / Short term
Discussion points should include, but are not limited to the following: WDA
- The current state of the industry (economic conditions);
- Current challenges/barriers to industry growth;
- Opportunities for industry growth;
- The regulatory environment; and
- Research and innovation.
ACTION 5.4 Develop strategic relationships with key personnel of large businesses in the region, and Planning & Economic Development Short term
encourage them to become active in the local industry to share their expertise.
APPENDIX 10.3C
ACTION 5.5 Advocate for the development of enabling infrastructure (e.g. upgrades to the WIFT precinct, WDA / Planning & Economic Ongoing
road upgrades and Burnt Creek Estate) Development / DEDJTR
STRATEGY 6 Encourage and facilitate development in the renewable energy industry

ACTION 6.1 Continue to lobby the State and Federal Government to establish a third electricity WDA / Department of the Short to medium
interconnector between Horsham and Keith. Environment and Energy / RDV / term and
DEDJTR ongoing
ACTION 6.2 Seek to upgrade existing smaller capacity transmission lines.
ACTION 6.3 Widely promote the advantages of establishing solar and wind farms in Horsham Rural City WDA / Planning & Economic Ongoing
(e.g. land availability, long period of sunlight) and continue to facilitate investment in this Development / DEDJTR
area.
ACTION 6.4 Facilitate a series of electric vehicle charge points within the Horsham town centre. WDA / Planning & Economic Short to medium
Development term
STRATEGY 7 Encourage and facilitate development in the mineral sands industry
ACTION 7.1 Continue to work with industry stakeholders to facilitate mineral sands projects. WDA / Planning & Economic Long term
Development / DEDJTR
APPENDIX 10.3C
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8. THEME 3: A VIBRANT CENTRAL ACTIVITY DISTRICT
Horsham Central Activity District will continue to develop into a vibrant hub
which supports services for Wimmera residents and visitors. The Central Activity
District will become increasingly attractive for the services sector, professional and  Discourage out of centre development;
creative businesses, and entrepreneurs.
 Address challenges facing retailers (e.g. online retail, impact of seasonal
agriculture production on retail expenditure, customer service & satisfaction);
 Improve CAD’s connection to the Wimmera River;
 Encourage investment/redevelopment of key sites in the CAD;
 Capturing passing trade – attracting self-drive visitors into the CAD;
 Underrepresentation of professional, financial and creative services;
 Develop hospitality and entertainment in the CAD;
 Recognise the role of the Horsham Town Hall as the arts precinct.

 Increase retail turnover;
 Employment growth within the CAD;
 Reduction in vacancy rates for retail/commercial properties;
 Commercial development within the CAD;
 Deliver and implement CAD Revitalisation Strategy;
 Critical mass of day/night activity;
 Growth in professional and business services;
APPENDIX 10.3C
 Improved perceptions for customers and visitors.

8.3. CONSIDERATIONS
Consultation with industry have suggested that this sector is underrepresented in
CAD REVITALISATION
terms of employment and therefore, is recognised as a growth opportunity for
Horsham’s Central Activity District (CAD) is a vibrant hub of retail, commercial, HRCC, particularly in digital and creative professional services such as marketing,
entertainment, hospitality, cultural and community activity. The town centre advertising, design, software & IT, architecture and public relations.
services a catchment far greater than the Council area, attracting people from There is an opportunity to work with existing professional businesses to attract new
across the Wimmera for a range of retail, entertainment, health and medical, and workers, and understand business needs.
professional and financial services.
It is estimated that Horsham’s CAD services a resident catchment of 51,000 SELF-DRIVE VISITORS
people. Horsham has a strong service role for the surrounding Local Government
Horsham is located at the mid-point between Melbourne and Adelaide. According
Areas of Northern Grampians, West Wimmera, Hindmarsh and Yarriambiack.
to Tourism Research Australia, approximately 800,000 self-drive visitors travel
Residents within the broader catchment travel to Horsham for higher order retail
between the two cities each year.
and commercial needs.
There is an opportunity for Horsham to further capitalise on the significant number
of passenger vehicles travelling through on a daily basis. Horsham should position
itself as the ideal stopover town for self-drive visitors.
supermarkets (Coles, Woolworths and Aldi), Harvey Norman, Kmart, Target,
Bunnings Warehouse and Supercheap Auto. Further development initiatives should be explored in order to capture a proportion
of passing trade. Examples may include:
homewares, leisure, clothing and apparel, retail services and bulky goods.  Improve wayfinding signage;
In addition to major retailers, Horsham provides boutique retail and food and  Improve promotional signage for local attractions, entertainment and food and
beverage establishments, which highlights that the retail offer caters to a variety of beverage;
needs.  Continue to develop food and beverage product (e.g. cafes, restaurants,
produce);
There is an opportunity to revitalise certain areas of the CAD to improve access
and connectivity, as well as providing areas of open space for people to passively  Improve the major entrances of the town (e.g. beautification of the public
recreate and engage. realm, streetscape improvements, tree plantings); and
 Explore the potential to provide free camping in certain areas.
UNDERREPRESENTATION OF PROFESSIONAL SERVICES
WIMMERA BUSINESS CENTRE
APPENDIX 10.3C
The Professional, Technical and Scientific Services sector generates $74 million in
economic output per annum, which accounts for 3% of total output for HRCC. This The Wimmera Business Centre is located in Horsham’s town centre and is a small
ranks lower than industries such as Accommodation and Food Services, Transport, business incubator, offering tenancy to start up and home-based businesses, as well
Postal and Warehousing and Public Administration and Safety. as offering business advice, support services and assistance to small and micro
businesses.
In 2016, there were an estimated 285 people employed in this sector, which
accounts for 3% of total people employed. Employment in the sector decreased by
7% for the period 2006 to 2016.
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The Centre accommodates a diverse range of businesses and currently there are
five anchor tenants and seven incubator tenantsthroughout its 18 spaces as well as
2 rooms for casual hire. There are a small number of vacancies.
An opportunity exists to redevelop the Wimmera Business Centre to increase
capacity, improve the facilities offered and encourage a critical mass of business
activity in Horsham.
If redeveloped, the incubator should provide office floorspace, meeting rooms, hot
desks, high-speed internet, as well as opportunities for professional development,
training and networking.
In the interim, Council should continue to encourage existing businesses; including
home-based business and micro businesses to utilise the Centre.
CREATIVE INDUSTRY
Analysis of the local business base highlights a significant gap in creative industry.
This includes Architects, graphic designer, marketing and IT professionals.
Due to this gap, these services are sourced from outside the Wimmera.
Other creative industry such as writers, artists and performers may be encouraged
to settle in Horsham Rural City. The Horsham Town Hall precinct is an
outstanding creative industry space which should be promoted to attract creative
industry to settle in the region.
Working with the community development team, a focus on promoting the creative
sector will enhance liveability, attraction and the economy.
APPENDIX 10.3C
8.4. A VIBRANT CENTRAL ACTIVITY DISTRICT: STRATEGIES AND ACTIONS
STRATEGY 8 Continue to develop Horsham’s Central Activity District (CAD) into a vibrant hub of retail, commercial, entertainment, hospitality, cultural and
community activity
ACTION 8.1 Deliver and implement the findings from the Horsham CAD Revitalisation Technical Services / Planning & Short term
project. Economic Development
ACTION 8.2 Investigate the establishment of a central public plaza or square as the focal point Technical Services / Planning & Short term
for Horsham. Economic Development
ACTION 8.3 Deliver the multi-use indoor sports facility at the preferred site (McBryde Street). Technical Services / Community Short term
Services / Planning & Economic
Development
ACTION 8.4 Deliver and implement the findings from the Horsham Railway Corridor Master Technical Services / Planning & Short to medium term
Plan. Economic Development/ Community
Services
ACTION 8.5 Ensure Horsham’s CAD is considered the prime location for future development Planning & Economic Development Short to medium term
in retail, commercial office, entertainment and community land uses. Identify and ongoing
fringe areas to the South of the CAD as long term areas for commercial growth.
Future CAD development should align with CAD Revitalisation Strategy.
ACTION 8.6 Promote the CAD to potential hospitality operators to attract high quality food and Planning & Economic Development Ongoing
beverage product such as:
- Gastronomy pub;
APPENDIX 10.3C
- Restaurants and cafés;
- Provedores; and
- Wine bar/microbrewery.
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STRATEGY 9 Improve access, connectivity, appearance and functionality of Horsham’s
CAD
ACTION 9.1 Deliver and implement the findings from the Horsham Car Parking Strategy. Technical Services / Planning & Short to medium term
ACTION 9.2 Deliver and implement the findings from the Wimmera River Corridor Technical Services / Planning & Short term
Masterplan, ensuring the CAD’s connection to the River is addressed Economic Development
ACTION 9.3 Improve wayfinding and promotional signage at the town’s main entrances to Technical Services / Planning & Short term
encourage the capture of passing trade. Promotional signage should refer to: Economic Development
- Local attractions (e.g. Town Hall, Wimmera River, Botanical Gardens);
- Visitor Information Centre; and
- Popular hospitality precincts.
ACTION 9.4 Improve the public realm at Horsham’s main entrances. Streetscaping, tree Technical Services / Planning & Medium term
plantings and road upgrades should be the areas of focus. Economic Development
APPENDIX 10.3C
STRATEGY 10 Encourage and facilitate growth in professional, financial and creative service industries

ACTION 10.1 Engage with existing professional services businesses to understand labour force Planning & Economic Development / Short term
requirements and other business needs. Local businesses
ACTION 10.2 Establish a targeted marketing program to encourage qualified professionals to Planning & Economic Development / Short term
join Horsham professional service firms. Local businesses
ACTION 10.3 Encourage the development of office accommodation in the CAD. Planning & Economic Development Ongoing
ACTION 10.4 Investigate the potential to redevelop and expand the Wimmera Business Centre to Planning & Economic Development Medium term
meet contemporary business needs.
In the short term, encourage greater utilisation of the existing Wimmera Business
Centre.
ACTION 10.5 Promote creative industry opportunities in Horsham through promotion and Planning & Economic Development / Short term
branding of Horsham as a cosmopolitan and progressive town. Local businesses/Horsham Town Hall/
Art Gallery
ACTION 10.6 Leverage greater benefit from the Horsham Town Hall precinct by exploring: Community Services / Planning & Short term
Economic Development/Horsham Town
- Establishing a pedestrian and performance zone opposite the Town Hall
Hall/Art Gallery
theatre in Ward Street;
- Attraction of entertainment and dining businesses to the precinct; and
- Business/conference market.
ACTION 10.7 Develop and promote Horsham Town Hall, Art Gallery and arts and cultural Community Services/Horsham Town Ongoing
events and offerings. Hall/Art Gallery/Planning and Economic
APPENDIX 10.3C
Development/RDV
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9. THEME 4: PUBLIC SECTOR INDUSTRY
Horsham’s health and education sector will continue to develop to meet the needs
of the Wimmera Region and provide high quality services to the community.
 Horsham’s resident population is forecast to age;
 Greater demand for health and medical services;
 Capacity constrains at the Wimmera Base Hospital;
 Student migration from Horsham to Ballarat and Melbourne for tertiary
education;
 Foster strong pathways between tertiary institutions and the workforce.

 Improvements and upgrades to Health precinct;
 Increase in public sector employment;
 Increase in tertiary education attainment;
 Improvements to Longerenong College facilities;
 Reduction in students travelling to Ballarat/Melbourne for education
attainment.
APPENDIX 10.3C
9.3. CONSIDERATIONS
Horsham and the broader Wimmera region’s population is forecast to age Research.
significantly over the next 15 years. Between 2016 and 2031, the proportion of According to Federation University, the highest proportion of students are enrolled
residents aged over 65 years is expected to increase significantly in HRCC. in health services, community services, education and business services. The key
Residents aged between 70 and 74 years are forecast to increase by 41%, 75 to 79 gap in tertiary programs in the region is humanity based courses, in particular,
years (35%), 80 to 84 years (32%) and over 85 years (20%). history, politics and the arts.
The expected increase in older residents will generate greater demand for health
care and medical services in Horsham.
Consulting with Wimmera Health Care Group, there is a short to medium term
need for a redevelopment of the Hospital, specifically as a result of capacity
constraints.
A recent contribution of state funding for the development of the Wimmera Cancer
Centre will significantly bolster health services in the region. Once completed, the
Centre will include nine new day chemotherapy chairs, a wellness service, six renal
dialysis chairs and modern accommodation facilities for palliative care.
EDUCATION
The local community has indicated that secondary and tertiary educational
institutions in Horsham are adequate, however, there are a proportion of students
When completed, the School will boast several new classrooms, a large collective
learning area, 2D and 3D art rooms, staff rooms, a food technology centre, music
and drama rooms, and a video and audio recording studio.
APPENDIX 10.3C
The School, which previously offered education from prep to year 10 only; is
planned to cater to year 11 students from 2018, and year 12 students from 2019.
Horsham has a competitive advantage with its Agricultural College in
Longerenong. Longerenong College is the only Agricultural education institution
that offers an advanced diploma in Agribusiness Management.
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ACTIONS
9.4. PUBLIC SECTOR INDUSTRY: STRATEGIES AND
STRATEGY 11 Develop Horsham into the leading education provider for Agribusiness and related industries
ACTION 11.1 Facilitate and encourage Longerenong College to attract international students. Planning & Economic Short term
Development / Longerenong
ACTION 11.2 Advocate for the redevelopment of Longerenong College’s on-site infrastructure and Planning & Economic Ongoing
facilities. (e.g. chemical training facility, internal campus roads, lecture/theatre rooms). Development / Longerenong
Ongoing discussions with Longerenong College should be undertaken to prioritise
infrastructure and service upgrade requirements.
STRATEGY 12 Ensure existing education institutions are meeting the needs of the resident and
business community
ACTION 12.1 Engage with Federation University to ensure suitable courses are being offered that meet Planning & Economic Short term
local needs. Ensure there is adequate information which identifies skills gaps (e.g. Development / local
apprenticeships/training programs) secondary and tertiary
institutions
APPENDIX 10.3C
STRATEGY 13 Ensure Health Care and Medical Services are servicing the needs of Horsham and the broader region

ACTION 13.1 Continue to engage and develop a close relationship with the Wimmera Health Care Group Planning & Economic Ongoing
and the community sector as one of Horsham’s key employers. Development / Wimmera
Health Care Group
ACTION 13.2 Advocate for the preparation of a Master Plan for the Health and Medical Precinct on Bailie Planning & Economic Medium to long term
Street. This will investigate redevelopment of the Hospital to meet current and future need Development / Technical
and also plan for other community and health services in the precinct. Services / Community
Development / Wimmera
Health Care Group
ACTION 13.3 Advocate for business relocation/establishment in the community sector. Planning and Economic Ongoing
Development/Community
Services
APPENDIX 10.3C
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10. THEME 5: DESTINATION HORSHAM
Horsham will become a strong recognisable brand in key markets and be renowned
for its liveability, quality service sector, strong community values, food and
creative industry. Tourism product and events will develop to drive visitors to the  Improve awareness of Horsham throughout Victoria and South Australia;
region to explore nature based assets regional, state, national and international
 Lack of destination brand;
sports events and attend unique events and festivals.
 Ensure there is a coordinated and collaborative approach to marketing and
branding ;
 Need for marketing and promotional content for Horsham to attract visitors,
residents, workers and businesses.
 Tourism product development;
 Provision of visitor services.

 Develop a destination brand for Horsham.
 Increase in domestic and international visitation.
 Increase in average length of stay.
 Increase in visitor yield.
 Investment in tourism product development.
APPENDIX 10.3C
AFFORDABLE HOUSING BRAND AND AWARENESS

Housing in Horsham and Natimuk is more affordable compared to other regional There is limited understanding of the way Horsham is perceived in Melbourne and
areas and the rest of the State. the rest of Victoria.
According to A Guide to Property Values, the median house price in Horsham in A market research study should be conducted to understand the way Horsham is
2015 was $240,000, which is less when compared to Regional Victoria ($307,500) perceived including positive and negative aspects.
and the rest of the State ($490,000).
The median residential property value in Horsham is a competitive advantage that economy, resident and business attraction. An example of a prominent marketing
could be further promoted to prospective residents and businesses, buyers in the campaign is the ‘great things happen here’ campaign for Shepparton. The
market who are looking to trade up, particularly from western Victorian towns such campaign showcases a number of national brands and industries that are located in
as Ballarat. Shepparton, whilst also promoting the lifestyle advantages of the area.
Housing affordability should be promoted to attract new residents. Any branding recommendations should be prepared in conjunction with the CAD
LIVEABILITY
TOURISM USES ALONG THE WIMMERA RIVER
The liveability and lifestyle of Horsham as a rural city is considered a competitive
advantage. A strong community, proximity to an abundance of natural assets, a The Wimmera River is a major natural asset in close proximity to Horsham’s town
favourable climate and reliable health and education services all contribute to centre.
Horsham’s liveability.
Tourism uses should be further explored for the land surrounding the River.
Horsham is in close proximity to Mount Arapiles, the Grampians National Park Potential uses include:
and a significant number of waterways, which include Lake Toolondo, Lake
Bellfield, Lake Wartook, Green Lake, Taylors Lake, Rocklands Reservoir, Lake  Recreational boating infrastructure;
Fyans and Natimuk Lake, Little Desert National Park, Black Range State Park and  Fishing infrastructure;
Wimmera River.  Picnic/BBQ;
Horsham is an ideal location for people interested in recreational boating, fishing,  Food and beverage;
outdoors and adventure.  Accommodation;
APPENDIX 10.3C
 Public art installation;
SETTLEMENT SERVICES  Artist in residence facility;
HRCC should review the settlement service strategy for new residents, which  Conference/function centre; and
provides information to support and assist new residents in the region. This could  Recreational tracks and trails (walking and cycling); and.
be particularly helpful for ethnic groups settling in the region.
 Adventure operators.
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It is noted that a Master Plan is currently underway for the Wimmera River to Council’s partnership with Sports Marketing Australia should be ongoing to assist
identify potential development opportunities. with securing sports tourism events. Sports tourism is a significant economic driver
and brings in an average of $1.6 million per annum.
FOOD AND BEVERAGE PRODUCT
The Centre can accommodate a range of large scale events, from music concerts
The most common and popular activity for domestic overnight visitors in Regional and festivals to conferences, shows and exhibitions. The Centre can also
Victoria is eating out at a restaurant and/or café, with 58% participating in the accommodate smaller functions and events such as seminars, meetings, and social
activity. functions. An example of an existing major event held at the Centre is the
Wimmera Machinery Field Days.
In order to further develop Horsham as a destination in its own right, the
development and provision of high quality food and beverage product presents a There is a proposal to establish a new indoor sports stadium in Horsham. A
key opportunity to achieve this. High quality dining options such as cafés, a feasibility study was prepared in 2016, and a preferred site at McBryde Street has
gastronomic pub/hotel, provedore, microbrewery and/or wine bar should be been agreed on. A funding strategy is underway for the project.
considered for Horsham’s CAD to contribute to a vibrant town centre and attract The proposed multi-use indoor sports stadium will significantly bolster the regions
visitors. ability to attract and host regional and state sport and recreation events. The
The development of food and beverage offer in line with regional produce preferred site in McBryde Street is in close proximity to Horsham’s CAD, which
strengths such as regional pulse production could be a point of difference for will promote economy activity within the CAD.
Horsham. There is an opportunity to increase the provision of events in Horsham Rural City
that align with the region’s competitive strengths and may include:
FESTIVALS AND EVENTS
 Fishing and boating;
Between 2012 and 2016, an average of 4% of domestic overnight visitors to
 Food and wine;
Horsham visited for the purpose of attending an event. This is marginally higher
than the average for Regional Victoria (2%).  Outdoor and adventure (e.g. rock climbing);
 Arts and culture;
Tourism events are an effective method of attracting visitors from outside of the
region that wouldn’t ordinarily visit.  Motorsport (go-cart track / Speedway);
 Motocross and 4WD;
The annual event calendar in Horsham supports a proportion of visitation to the
Council area. The existing event calendar predominantly consists of music,  Agriculture / farm gate; and
performing arts, motocross, and art and cultural events.  Sport and recreation.
The Town Hall is a major asset for the region and has the potential to NATURAL ASSETS
APPENDIX 10.3C
accommodate more events throughout the year. Further marketing and promotion
of events held at the facility would expand its reach. An abundance of natural assets including lakes, rivers, National & State parks are
within a 50-kilometre radius of Horsham. Major assets such as the internationally
The Wimmera Event Centre is a modern purpose built large scale event venue,
renowned climbing destination; Mount Arapiles, Tooan State Park, as well as
located on 23 hectares or land. The venue includes two large scale pavilions, a
Mount Stapylton and Mount Zero in the Grampians National Park, Mount Zero
number of smaller pavilions, meeting rooms, facilities for on-site camping, catering
attract a significant level of annual visitation.
areas, sheds and outbuildings.

Mount Arapiles is located in Mount Arapiles-Tooan State Park. The Mountain
THE GRAMPIANS
caters to varying levels of climbing experience, from beginners to advanced, and
attracts an abundance of visitors, both domestic and international. The Grampians presents a challenge and opportunity for tourism in Horsham. The
This iconic natural asset does not have much of a presence in Horsham or Natimuk Grampians itself is a major tourism asset and nature based destination in Victoria,
and could be improved to leverage further off the asset. Opportunities to be however there appears to be very little connection between Horsham and the
considered include: Grampians in the eye of the visitor. One of the reasons for this is that the majority
if visitors to the Grampians travel from Melbourne and do not bypass Horsham.
 Tours to Mt Arapiles via Natimuk from Horsham (e.g. rock climbing,
abseiling); A number of elements need to be considered with regard to this issue:To
investigate opportunities the following elements should be considered:
 Development of soft adventure tourism (bushwalking, mountain biking and
road cycling tracks and trails);  How to create improved connectivity between the Grampians and Horsham;
 Accommodation – to be located in Natimuk (e.g. eco cabin/glamping);  Is there a need to promote Horsham as a destination of its own right, drawing
 History/heritage and indigenous interpretation; and on its growing strengths in arts and food?
 Cycling trail connection between Horsham, Natimuk and Mt Arapiles.  How to encourage development and activity in the Western Grampians
including the Wartook Valley and Mt Zero areas.
Horsham is in close proximity to a major network of waterways, which include
 Encourage connectivity to the Grampians from Adelaide and South Australia.
Lake Toolondo, Lake Bellfield, Lake Wartook, Green Lake, Taylors Lake,
Rocklands Reservoir, Lake Fyans and Natimuk Lake. Once completed, The Grampians Peaks Trail will become one of Victoria’s longest
Lakes in the region provide opportunities for local and visitors to undertake water- and iconic trails. The first section is now complete and offers a 36 km, 3 day/2
based activities such as swimming, fishing, recreational boating and water-skiing. night circuit walk, commencing at Halls Gap.
Upgrading infrastructure and services at prominent water destinations to support Constructing the trail will continue until the end of 2019, and is expected to
existing visitors and encourage new visitors should be considered in consultation become a drawcard attraction for domestic and international visitation. Discussions
with appropriate land managers. This includes the provision of boat ramps, fishing should be undertaken with Grampians Tourism to determine how Horsham can
jetties, picnic/BBQ, camping and toilet facilities should be considered. leverage further off the Grampians, and the Peaks Trail, particularly given that Mt.
Zero will be the trail head.
ACCOMMODATION
INTERSTATE VISITOR MARKETS
Based on accommodation preferences for domestic overnight visitors, the existing
accommodation supply in Horsham is predominantly hotel/motel accommodation An opportunity exists for Horsham to attract a greater proportion of visitors from
with a star rating between 3 and 4. Much of the existing stock is considered South Australia. Horsham is located approximately 420 km from Adelaide, and is
outdated and in need of refurbishment. considered the approximate midpoint between Melbourne and Adelaide.
APPENDIX 10.3C
The existing accommodation gap in Horsham is a high quality serviced apartment Marketing Horsham as a destination to visit, live and work should be extended into
and/or hotel establishment. South Australia.
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ACTIONS
10.4. DESTINATION HORSHAM: STRATEGIES AND
STRATEGY 14 Promote Horsham as a destination to live, work, invest and visit
ACTION 14.1 Undertake a market research study throughout Victoria and South Australia to Planning & Economic Development / Medium term
understand the public’s awareness and perception of Horsham and other nature based Parks Victoria
assets in the Wimmera/Grampians.
ACTION 14.2 Develop a prospectus for Horsham Rural City, which promotes the area as a destination Planning & Economic Short term
to live, work, invest and visit. The Prospectus could include the following elements: Development/Grampians
Tourism/Parks Victoria / DELWP /
- Lifestyle advantages (e.g. proximity to nature based assets, strong community,
GWM / Barengi Gadjin Land Council
favourable climate, strong health and education services);
- Investment opportunities (e.g. Wimmera-Mallee Pipeline, WIFT, land availability
and affordability);
- Tourism product and attractions (e.g. Mount Arapiles Lakes and Waterways, Town
Hall, food and beverage, festivals and events).
ACTION 14.3 Review a New Residents Services Strategy in Horsham Rural City. Community Services Medium term
ACTION 14.4 Develop a destination brand for Horsham. This should be prepared in conjunction with Planning & Economic Development / Medium term
the CAD Revitalisation project and the community. Technical Services
APPENDIX 10.3C
STRATEGY 15 Promote and facilitate private and public sector tourism development opportunities

ACTION 15.1 Investigate tourism product development opportunities, which will increase visitation to Planning & Economic Development Ongoing
Mt Arapiles. Opportunities that should be considered include:
- Accommodation in Natimuk (e.g. eco cabin/glamping);
- Soft adventure (e.g. bushwalking tracks/trails);
- Indigenous interpretation;
- Mountain biking;
- Cycling trail connecting Horsham, Natimuk and Mt Arapiles;
- Rock climbing/abseiling tours.
ACTION 15.2ACTION 15.1 Ensure the Wimmera River Corridor Master Plan considers tourism Planning & Economic Development / Short term
uses such as: Technical Services / CMA /
GWM/Barengi Gadjin Land
- Recreational boating infrastructure;
Council/Parks Victoria/DELWP
- Fishing infrastructure;
- Picnic/BBQ;
- Food and beverage;
- Accommodation;
- Public art installation;
- Conference/function centre; and
- Recreational tracks and trails (walking and cycling).
- Open water swimming
APPENDIX 10.3C
ACTION 15.3ACTION 15.2 Develop infrastructure at destination Lakes and waterways in Planning & Economic Development / Medium to long term
Horsham Rural City to encourage greater visitation. This could include: Technical Services / CMA /
GWM/DELWP/Parks Victoria
- Toilets;
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- Campgrounds;
- Picnic/BBQ facilities;
- Boat ramps/fishing jetties; and
- Wayfinding signage.
ACTION 15.4ACTION 15.3 Review the Grampians Destination Plan and undertake a tourism Planning & Economic Development / Medium to long term
masterplan for the Western Grampians. This will investigate private and public-sector Technical Services / Parks Victoria /
investment opportunities and marketing approach. This should consider: Traditional owners / Grampians
Tourism
- New food, beverage and accommodation opportunities in the scenic Mount Zero
area. This will identify ways to leverage from the Peaks Trail;
- Nature based and indigenous tourism opportunities in the Wartook Valley and
Grampians National Park. This should explore accommodation investment, tour
operators, indigenous interpretation and a near complete gravel cycling loop;
- Implementation of recommendations from the Grampians Ring Road Study;
- Wimmera River Trail, linking Wartook with Horsham.
ACTION 15.5ACTION 15.4 Explore the establishment of the Wimmera River Art Trail. The Planning & Economic Development / Short term
Wimmera River Trail provides the opportunity to create a key destination experience in Technical Services /
the Wimmera Region, linking the Grampians, Horsham, Natimuk and the Wimmera Art
Silos. This project is currently being explored by the Grampians Cycling Masterplan.
APPENDIX 10.3C
STRATEGY 16 Promote the development of food and beverage tourism leveraging from regional produce strengths
ACTION 16.1 Attract experienced hospitality operators to Horsham to establish destination dining. Planning & Economic Development Medium term

ACTION 16.2 Encourage the use of local produce in restaurants and cafes by: Planning & Economic Development Ongoing
- Providing information to local producers in conjunction with local produce stores
promoting opportunities to sell locally;
- Develop a regional produce brand; and
- Encourage the use of native ingredients.
STRATEGY 17 Develop Horsham’s calendar of festivals and events
ACTION 17.1 Commission the preparation of a Horsham Events Strategy that includes the following: Planning & Economic Development Medium term
- Audit of existing festivals and events;
- Audit of existing event venues;
- Assessment criteria for new and existing events, which considers factors such as
number of attendees, proportion of visitors, economic implications, and alignment
with destination brand; and
- Prioritisation for event procurement and development.
ACTION 17.2 Dedicate a staff member within the EDU who is responsible for managing facilitating Planning & Economic Development Short term
existing events, as well as procuring new events.
ACTION 17.3 Support infrastructure improvements to facilitate Sports Tourism: Technical Services Short term
- Horsham Motocross
APPENDIX 10.3C
- Wimmera Sports Stadium
STRATEGY 18 Ensure the region is providing adequate visitor information services
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ACTION 18.1 Implement the recommendations from the review of Horsham’s Visitor Information Planning & Economic Development Medium term
Centre. This should address the following:
- The location and utilisation of the existing Visitor Information Centre (VIC);
- Online / digital presence; and
- Visitor information needs/requirements.
APPENDIX 10.3C
11. THEME 6: ECONOMIC INFRASTRUCTURE
Horsham Rural City will work towards attracting investment in critical Delivering major infrastructure projects in the region would create significant
infrastructure projects that support the economy including passenger rail services, economic development opportunities in the region.
dual carriage highway and Horsham Bypass, WIFT, the Aerodrome and
IT/telecommunications. STRATEGIC CONSIDERATIONS
 Barriers to attracting funding;
 Consideration of infrastructure priorities;
 Economic implications of projects (e.g. economic impact).

 Major infrastructure project delivery;
 Construction and ongoing employment supported.
APPENDIX 10.3C
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FEB-18DEC-17
WESTERN RAIL HORSHAM BYPASS

Consultation with industry and the community identified that there is a significant In 2015, VicRoads prepared an amendment to the Horsham Planning Scheme
opportunity to extend passenger rail services from Ararat to Horsham, creating a (C72) which sought to introduce a Public Acquisition Overlay (PAO) to reserve
service from Melbourne to Horsham. This would enable greater connectivity land for a future Horsham bypass.
through the provision of efficient public transportation, creating opportunities for
VicRoads is considering the planning and implementation of a bypass that will
local businesses and the community.
focus on taking traffic around Horsham. Planning is also required to connect each
A Feasibility Study was prepared to determine the viability of establishing a of the highway “legs” with key destinations within Horsham, as the Horsham
passenger rail service throughout the Grampians and Barwon South West Region. Integrated Transport Strategy (draft, 2016) identified that around half of the truck
Specifically, the Study assessed the cost to reinstate passenger rail services to journeys using these highways either start or finish in Horsham. In particular,
Horsham and Hamilton. improved links are required with Horsham’s key existing industrial area, in the
Golf Course Rd area, and the WIFT. An important element of this planning
Western Rail outlined that for stage 2 of the project, passenger services should be
includes the provision of an additional river crossing to the south and west of
reinstated to Horsham and Hamilton by 2023, providing six daily return train
Horsham.
services to Ararat, four to Horsham and three to Hamilton. These would connect at
Ballarat with direct trains to and from Melbourne.
Whilst the capital expenditure estimated for this project is significant and stage two At some stage, a bypass is likely to proceed. A separate strategy will be required to
is beyond the scope of this Strategy, it remains a key infrastructure priority for manage the transition to the bypass, including strategies to encourage tourists to
local business and the community. stop in Horsham for retail, accommodation and other services, and for the potential
for development of highway related services on the new bypass alignment.
DUAL CARRIAGE HIGHWAY
WIMMERA INTERMODAL FREIGHT TERMINAL (WIFT)
The efficient transportation of freight in and out of the Wimmera is paramount.
WIFT has created an alternative method of transporting freight out of Horsham, WIFT’s establishment in 2012 has increased the region’s use of rail as an efficient
however many businesses are still very reliant on heavy vehicle transportation. mechanism to transport grain.
The Western Highway is single lane from Ararat to Horsham and continues into The 2016 harvest was close to a record for the region, contributing to a significant
South Australia. The duplication of the Western Highway would increase capacity, increase in container throughput at the site. Container numbers increased from 900-
reduce travel times and improve safety for freight and passenger transport. 1,200 twenty-foot equivalent units (TEU) per month, to 2,000-3,000 per month
APPENDIX 10.3C
since harvest.
visitation between Melbourne and Adelaide. In 2016/17, The WIFT recorded a throughput of 23,567 TEU, which is above the
2020-21 projected activity for the site (22,900 TEU).1
1

In 2017, throughput in January was close to the design capacity of the site, and ACCESS TO ROAD AND RAIL
February was marginally greater than the design capacity of the site of 105 TEU
per day. Horsham is well serviced for road and rail infrastructure, which could be further
Due to the increase level of throughput activity on the site, the WIFT requires more
infrastructure to expand operations. Specifically, land infrastructure is required to The Horsham township is located at the juncture of three major highways; The
increase the storage capacity of empty containers, increase capacity and Western Highway, Wimmera Highway and Henty Highway. These highways
accommodate increasing throughput, and improve access and manoeuvrability. provide vital links to Melbourne and Adelaide, as well as the regional cities of
Ballarat and Bendigo.
development over the next 10 years, developing and implementing strategies to The Wimmera Intermodal Freight Terminal (WIFT) located in Dooen, transformed
further capitalise on the facility’s operations. the efficient transportation of grain handling and storage in the Wimmera. With an
increasing dependence on rail to transport grain, WIFT’s role in the broader region
AERODROME is further affirmed. WIFT is a major drawcard for new agriculture businesses
looking to establish in the Wimmera.
Horsham Rural City Council. INDUSTRIAL LAND AVAILABILITY AND INFRASTRUCTURE
The Aerodrome is located approximately 6 kilometres from the central business REQUIREMENTS
district of Horsham. There is ample industrial zoned land in the Council area, particularly in the Burnt
The Aerodrome comprises a total area of approximately 50 hectares (area inclusive Creek Industrial Estate to the south east, Enterprise Estate on Plumpton Road, and
of privately owned facilities of Horsham Aviation Services) and is generally ‘L’ Golf Course Road to the south.
shaped to encompass the two runways. The Urban Development Program’s (UDP) Regional Industrial Program concluded
The current operations at the Aerodrome include a range of aeronautical activities that there is adequate stock of zoned industrial land to meet historical trends of
including general aviation, flying training, gliding activities, joy flights, regular air consumption, as well as accelerated rates of industrial land demand for 15+ years
ambulance services, emergency support during major emergency events such as (as at 2011).
bushfires and floods, and some limited RAAF operations. There is an opportunity to diversify the land parcels to suit a variety of businesses
A draft Masterplan is currently underway for the Aerodrome. Initial in terms of their land and infrastructure requirements.
recommendations consider long term opportunities to improve and upgrade the Horsham is well positioned to attract industrial businesses that require larger land
Aerodrome in terms of extending the runway, utilities, aviation support facilities, holdings. However, there is also an opportunity to provide smaller ‘business’ ready
painting and repairs, fuel, ground transport facilities and movement area facilities. parcels.
APPENDIX 10.3C
With potential upgrades and improvements to infrastructure and services at the
Aerodrome, there is an opportunity to expand existing activities and operations.
Similar to Mangalore Airport, the Horsham Aerodrome could support cadet pilot
URBAN ENTERPRISE 47
FEB-18DEC-17
ACTIONS
11.4. ECONOMIC INFRASTRUCTURE: STRATEGIES AND
STRATEGY 19 Lobby, advocate and attract funding for the delivery of priority infrastructure projects that will enable and encourage economic development
ACTION 19.1 Lobby and advocate for passenger rail services from Melbourne to Horsham. Technical Services / Planning Ongoing
DEDJTR / WDA
ACTION 19.2 Advocate for a preferred route for the Horsham bypass in consultation with the Technical Services / Planning Ongoing
community.Horsham Bypass. & Economic Development /
DEDJTR
ACTION 19.3 Complete the Horsham Aerodrome Master Plan. Technical Services / Planning Medium term
DEDJTR
ACTION 19.4 Advocate for upgrades to major roads and highways, including improved connections of Technical Services / Planning Ongoing
these to Horsham’s industrial areas.. & Economic Development /
DEDJTR
ACTION 19.5 Advocate for dual carriageway on the Western Highway. Technical Services / Planning Ongoing
DEDJTR / WDA
APPENDIX 10.3C
STRATEGY 20 Ensure adequate delivery of land for employment to support industry growth

ACTION 20.1 Commission the preparation of an Industrial Land Strategy, which includes the following: Planning & Economic Medium term
- Location of industrial zoned land;
Services
- Historical level of industrial land development activity;
- Amount and location of available supply of industrial land (years of supply);
- Assessment of the suitability of land;
- Land and infrastructure requirements to attract investment.
ACTION 20.2 Advocate for staged development of the WIFT Precinct site over the next 5 years. Planning and Economic/ Short/Medium
Technical Service
APPENDIX 10.3C
URBAN ENTERPRISE 49
FEB-18DEC-17
Urban Enterprise

(03) 9482 3888
APPENDIX 10.3C
Economic Strategy – Consideration of Submissions
Submission Discussion Recommendation

Submission 1
Author: Robin Barber
Good Points from this Report
Tourism/Events/Promotions is the responsibility of the Business and
A EDU. The establishment of a EDU within Council is MUST. Who else
Economic Development officer
in our community has the time and $ to invest in making our
community a strong and vibrant one!!
The inclusion of the tourism arm of Council under the manager of
the EDU is also welcome. KPIs must also be provided to tourism to
ensure there accountability.
B The manager of the EDU MUST have the same status as the other The Manager is a Senior position – Department Manager, and responsible
Manager in the HRCC and be accountable to the CEO. If HRCC is to to the Director
be far dinkum about economic activity in our Shire, cultural change
is required within HRCC and to do that the Manager has to have
power to make change.
C The comments about the Horsham Bypass and that council needs to Advocate for a Horsham Bypass is Council’s position.
work with the community to find the best location for the Bypass
must be applauded.
Disappointing points from the Report.
A 90% of the strategies mentioned within the report are actions The Background Discussion and Strategy Framework Paper sets out the
which are already in place. The only new strategy seems to be the context including synergies with State and Federal Government, and also
involvement of the BDU with the farming community for business includes community and business survey results. The strategy and actions
were informed by the Background paper.
development. This is already happening with the WDA and yes
consultation with the WDA is needed however not at the expense of
other sectors.
Noted.
The Council already has representation on the WDA and it can be
argued major influence being the major financial contributor to the
WDA.
B The report makes no “economical modelling” of any of the REMPLAN, ABS and Tourism Research data was used to inform strategy and
strategies listed throughout the report. Surely and “Economic included in the Background Paper
Strategy” should have some $ against the strategies listed and there
APPENDIX 10.3C
shortfalls if any.
C The report mentions the “Grampians Peak Trail”. How does this Action 15.4 in the draft Strategy includes consideration of accommodation
benefit Horsham??. Why not recommend a “backpacker hostel” for options in taking advantage of the Peaks Trail
Horsham. Why not tell us what Horsham has to do to take full
advantage of this new tourism trail??
1 little of in this report. We all can see what

D Tourism is spoken Theme 5 Destination Horsham includes Strategy and Actions in tourism
tourism can do for a community, so where are the new initiatives
needed to increase tourism in our City???
E This report fails to mention that HRCC should have a “Horsham Council’s procurement policy includes support of local business provided Include – Council recognises that it is a major purchase of goods, services
First” within HRCC. It’s been spoken about for some time and luke that purchases can achieve best value for money. Council provides and works that its procurement practices have the potential to impact the
opportunities for local business to tender in the Council area, and provides local economy. Council will endeavour to support businesses and industries
warm efforts have been made however
them with experience and confidence to tender for works outside the within the municipality where such purchases can be justified in achieving
Most things HRCC deals with seems to have to come from “out of
municipality value for money.
town”. The tendering process of HRCC gives little weigh to “being
local”.
Summary
This report is very swallow. A meeting with BH and community

leaders could have provided a better outcome.
Why to from now???. If Council are serious about economic Council is meeting with Business Horsham as part of this consultation
development in our Shire it has to set aside the $ to make it happen process.
first. These $ will easily be re-coped in additional developments and
rates. Employ people with committed passion for the City and Shire
who will make it happen and won’t stay for just a short time and they
MUST be part of the management team in the HRCC structure.
Submission 2
Author: Business Horsham
This document is vast and lacks detail

 It is unclear how one staff member could manage the workload
All Council Directorates contribute to Economic Development and assist
based on this document and in essence a whole unit should be with generating economic activity.
responsible.
 Budget for a whole EDU Increasing Council’s resources in a rate capping environment is difficult – it
 Draw on exit interview from outgoing EDO (Matt Gould). What will be important to prioritise
Sees this strategy as work plan for the Business Unit.
pearls of wisdom can be shared
This strategy presents an opportunity to review position descriptions
 There are no clearly defined roles within the EDU As above
 Responsibility for each role needs to be more specific
 It appears that an analysis of opportunities and threats has not A background Discussion and Strategy Framework Paper has been
been conducted as part of this strategy preparation. A statement developed to inform this draft. Forward copy.
regarding the threats and opportunities should be included in the
document
 Comments within the document do not support the data provided See Background paper
– see footnote below.
 There are no set timeframes or costings. 5 year strategy. Actions will need to be prioritised and subsequently
included in annual budgets.
 Turnaround time for business planning applications - what is the
60 days is legislative timeframe. We are currently taking a more case
current timeframe and how will it change?
APPENDIX 10.3C
management approach to support applicants through process.
 There are no KPI’s Include an annual review of the EDS Include statement around annual review of the Strategy
 How much value does this role offer council in the agricultural Council works with RDV, WDA and Department to support agricultural
sector? sector.
Other Council Directorates are listed as partners in Strategy
 Linkages with other parts of council
2
Key stakeholders/partners are not identified throughout the

document
Many more partners need to be identified in this document such as
and not limited to: (EDO should work more closely with)
 A $20M council investment in our Horsham Town Hall is not Include HTH as stakeholder Include HTH as partner (Action 10.5 and 10.6).
identified as a key stakeholder
o Greater tourism opportunities
o Working with local community to support business expos,
conferences etc.
Include Business Horsham Include Business Horsham as partner in Action 3.2.
 Business Horsham
o Networking
o Training
o Business Support
 Wimmera Business Centre Include WBC Include WBC as partner in Action 3.1.
o Business Start Up Support
o Mentoring
o Training
 For Agriculture - DPI, VFF, LAC etc Agriculture Victoria included, VFF to include Include VFF Action 3.2/Action 4.1
 For Business:
Include Wartook Promotions Group Include Wartook Promotions Group. Action 3.2.
o Other progress associations within the HRCC
o Event organisers to establish how business can capitalise on Agree and include as part of event registration.
each event.
 Education & Training Providers – Fed Uni, LLEN, Schools etc.
 Arts & Culture – HTH, Art Gallery etc. Include with Education and training (Action 3.1) Fed Uni, LLEN, schools.
Include HTH/Art Gallery as Partner (Action 3.2).
 Community Groups
Include community groups as Partner (Action 3.2).
o Horsham Arts Council
o Horsham Agricultural Society
o Service Clubs
o Sporting clubs/precincts
General
 Not clear on what level of engagement with the industry sectors is See Background Paper
identified in the document
 No use of clear definitive statements such as ‘we will’ rather than Noted
‘should or could’.
 Clear detail is missing. The context of this strategy is unclear. i.e. Context is included in Background Paper
most strategies are designed to give funding organisations
APPENDIX 10.3C
confidence that the implementers of a strategy have thought
through their priorities and costed out their actions. This
document should reference and draw on funding streams from
Federal, State, HRCC and other funding sources. We don’t see
those connections.
3
 There is recognition of events but greater input is required from

Council to ensure the events meet a minimum standard with Council to review Event notification and registration
regard to provision of food and drink.
 There is an opportunity for event organisers to provide greater Good idea and need to capture as part of event registration. Working with
detail to businesses regarding the events so that businesses can business around world Motorcross Event for 2018 will test this concept.
identify and explore business opportunities with event participant.
 The Wimmera River needs to be identified as the key natural asset
Agree and noted. The CBD Revitalisation project, together with the
for Horsham followed by outlying natural assets. The river has
Wimmera River corridor Master Plan and café by the river concept assist
been identified by our community as vastly underutilised and as with exploring the potential of Wimmera River.
such should be a key driver for the EDU to facilitate infrastructure
as a priority
Specific recommendations for content change:

2. Policy & Strategic Context
Agree Include – support retail sector.
 Support & protect the ‘retail’ sector identified in the Industry
Overview as the second largest employing sector
 Also other sectors that rank highly in different categories – see
below under economic profile
4. Economic Profile
Strategy is a snapshot.
 4.3 Due to volatility the overview should cover more than one year
e.g. 5 year rolling average (pg9)
We question the use of a one year table!

The paper continues to note agriculture as the ‘key’ sector in the
Wimmera when clearly there are other factors that support other
sectors which should also be identified and examples are:
Action 13.1 – working with WHCG and the community sector. Include Advocacy around business relocation/establishment in the
 Health Care & Social Services employs the largest number of jobs community sector.
and should therefore be identified as a key area for sourcing
business relocation or establishment e.g. decentralised
government departments Action 4.3 – attracting food manufacturing.
 Manufacturing with the highest value in local sales and regional
exports and imports Include Action on supporting retail section Include – supporting retail sector.
 Retail Trade employs the second largest number of people –
second to Heath Care & Social Services
REMPLAN/ABS data source of data.
 Arts & Recreation Services lists 95 jobs however we are aware of
380 trading artists – where are they identified in this data?
The 65 actions:
APPENDIX 10.3C
Strategy is a priority document, undertaken concurrently and as
 All actions should be prioritised as there are no opportunities or opportunities arise. Actions have been identified from existing priorities,
threats identified to drive the actions. and community and business feedback.
 There appears to be no economic modelling of the economic Economic modelling will occur as part of evaluation in delivering on
benefits or outcomes from the actions projects.
4
 HOW are things going to be done? There are no clear instructions This strategy will form the basis of a work plan for Economic and Business
in the actions Development Manager.
 Actions need to have clear timelines as to when the action is to be
completed, secondly who is accountable and thirdly what method
will be used to determine if it was successful or not?
Recommendations and comments for change to specific actions:
1.1 Agree. Internal issue. What will be the measures of success? This will involve review of the Position Descriptions within the Unit to align Include – annual review of the strategy.
1.2 Define regular. Incorporate an annual or biannual meetings with with priorities in this plan. Need to add review of the strategy.
roundtable mentioned in Action 5.3 to give businesses the
exposure to WDA.
2.1 Agree. Agree.

This action is to be investigate, and see what system is feasible to capture
2.2 Recommend caution. CRMs were all the rage in retail 6 months
engagement.
ago but have now gone quiet. Potential for this to be outdated
very quickly Agree.
2.3 Agree. Encourage use of digital media in this space. This should
be constant engagement and not just “where necessary”. This action supports business survey feedback and will be included in Action 2.3 delete “where necessary”
2.4 Agree. What will be the measure of success? individual work plans.
3.1 Agree. Work with business groups to identify needs and
opportunities Agree.
3.2 Agree. Work with business groups to identify needs and Add Business Horsham/WBC as partners.
opportunities
Council could consider some funds for organisations such as Agree as above.
Business Horsham and other progress associations in the area of
networking for example – make them strategic partners as they
already have runs on the board in this space.
4.1 DPI has previously examined a range of potential intensive Noted and agree.
agricultural activities in the Wimmera Southern Mallee (Brian
Kearns). To avoid duplication, suggest discussion with DPI (or
successor agency) re: review of this information and update if
required. Build on work previously done with others in the
municipality including WDA.
4.2 Agree
4.3 Include as part of Action 4.1 Agree – this is also referring to the WIFT Precinct.
4.4 Agree
5.1 Agree as part of Action 2.1 Noted.
5.2 RDV used to fulfil this role. Does that role still exist? If so, then Reinforcing skills set within the team. Council staff work closely with RDV.
the EDO needs to liaise with the RDV role rather than duplicating.
Further, has a need for this type of role been identified, and if so,
APPENDIX 10.3C
how?
5.3 A round table with all sectors would be a great initiative and Agree.
something Council could facilitate
5.4 Agree. However avoid duplication with business groups. Noted.
6.4 Agree, assuming a need and/or opportunity for this has been Key strategic priority for HRCC and WDA in terms of job opportunities and
previously identified and justified energy efficiencies.
5
7.1 Agree
8.1 Agree
8.2 Doesn’t this pre-empt the outcome of the Plan developed in
8.1?
8.3 – 8.5 Agree
8.6 Don’t disagree with this action but where is the analysis to say
Activating spaces together with growing service sector highlights need to
there is an opportunity for this? promote.
9.1 – 9.2 Agree
9.3 Agree. Isn’t this already covered in 8.1. If so then no need to Noted.
repeat
9.4 Agree. Same as 9.3 above Noted.
10.1 – 10.2 Agree
10.3 Is there a proven need for this? Reinforces need to create active spaces and jobs in compact CAD. See also
10.4A strong need to redevelop the WBC has not been established in 8.6.
the commentary. Is there really a need? See background paper in the first instance a review of the service will
determine requirements of space.
10. 5 Part of Action 14.2. Note that Horsham Town Hall should be
mentioned here. Also television advertising must be a
Agree – include HTH and Art Gallery.
consideration as part of the promotional planning
10.6 Agree with leveraging off the Town Hall but is Ward Street the CAD strategy recommends creating link from HTH through to May Park.
most appropriate place? It serves as the main parking for Delete Ward Street.
events at the Town Hall. If Roberts Avenue continues to be
our main “street” venue then creating a link from Town Hall to
Roberts Ave through Ward Street is required.
11.1 Greater definition required around Council’s role in this space. Council’s role is facilitation.
11.2 Greater definition required around Council’s role in this space. Council’s role is facilitation.
12.1 Greater definition required around Council’s role in this space. Facilitation and agree.
Perhaps participate in identifying needs and encourage RTOs
to respond to training needs.
13.1 Agree the need to have a good relationship but unclear on the Council’s role is advocacy/facilitation – some examples include GP
role Council plays with regard to economic opportunities shortages, Wimmera HACC providers (develop plan).
arising from the health sector as it currently stands.
13.2 Agree. However we are missing a huge opportunity for Agree and see above.
economic growth arising from a large expansion required in
health services, particularly in aged care. There is a strong
home based care system that is continually growing. Council
needs to be involved in working with health service providers
to scope the potential size of growth. Eg include aged care and
youth dental services as a lot of money leaves our community
for teen braces and orthodontics
14.1 Agree
14.2 This has been done plenty of times before. Review and Agree.
APPENDIX 10.3C
update. The prospectus itself is not the answer, it’s how the
information is distributed and promoted which is the key.
14.3 Agree
14.4 Intrinsic part of 14.2. Would need this before redeveloping Noted.
14.2
15.1 Agree. Include trail running Add.
6
15.2 Agree. Include open water swimming Add trail running in Action 15.1.
15.3 Agree Add. Add open water swimming at Action 15.2.
15.4 Agree. Include mountain bike riding and trail running – fastest
growing recreation activities at present Add mountain bike riding and trail running to 15.4.
15.5 Agree
Noted – need to include the use of Apps as part of training and education.
16.1 Do we need the word “experienced?” Work collectively with
local hospitality to promote what we have. Why not Noted.
encourage the use of Apps such as Trip Advisor to encourage
positive feedback by diners. We are totally missing throughout
this document the whole digital media opportunities to
promote the municipality Noted.
16.2 These actions would flow from Action 16.1. Only hospitality
can decide if the local produce is the quality and style of
produce they wish to use. The opportunity here may be to
encourage agriculture/horticulture to grow locally for the food
outlets as a substitution for produce from outside the region.
17.1 Agree
17.2 Reword. Agree with dedicating staff. Prefer “facilitate” Agree.
events rather than “manage” and ensure Council meets its
obligations with regards to events. The revised accreditation standards were released in September 2017 – Change Action 17.2 to facilitate.
18.1 How old is the Horsham Visitor Centre review and what are project group formed to implement actions. Council Plan states that review
the outstanding actions? to be implemented by June 2019.
19.1 – 19.5 Agree with all of these actions
20.1 The action totally missed the point of the commentary. Don’t Need to review and plan for future.
need to identify more land, just the parcel size.
Content comments
Page Comment
Refers to Council Agenda – Background Paper will be forwarded.
2 It is assumed that Appendix 10.3A = Part B Future Directions
4 Map shows Horsham Township economic Assets – why not
Included in second map.
include other locations such as Natimuk and Wartook Valley.
These are economic opportunities
4 Map failed to identify the Horsham Golf Course as an economic
Currently working with Golf Club on sports marketing opportunities.
asset. The club was once a major drawcard but faces a very
uncertain future. HRCC should work collaboratively with the Golf
Club to enhance its economic contribution to the municipality.
6 No reference to the Interim Report of the Victorian Population
Note that this is not government policy.
Policy Taskforce June 2017 – a key document in helping identify
opportunities for the municipality
Statement: “It can be concluded that a proportion of the Noted.
7 population in the WSMR are moving to HRCC” is a fair conclusion
but it’s nothing you can plan any action on.
APPENDIX 10.3C
7 Age Structure – huge opportunity for growth in health care Noted – included in Action.
particularly for aged.
8 Document is agri-centric. The data presented in Table 4.3 does Council and WDA are working on a number of ag projects including WIFT
not support agriculture as the number 1 economic driver in the Precinct and value adding opportunities.
municipality Its an objective.
12 Theme 1. It is an honourable objective. However there is no
7
statement on the current capacity of council to adequately

resource the proposed actions. Needs greater definition
13 Under Engagement – We are very pleased to see a strong focus Noted.
on this included
15 Action 2.3 – What is the intended use of the business database? Information dissemination, training, engagement.
18 Data does not support the statement that agriculture is the most Background paper sets out employment by sector (agriculture is rated
important industry in WSMR! highest).
18 Water security – larger pipelines occur within HRCC. Greater
opportunity for development. However pipeline extension
occurring on periphery of WMP area. Wartook extension is Need to follow up with GWMWater.
planned. What is its current status?
19 Disconnect between approach to Mineral Sands on pg 19 and Change from ‘commence’ to ‘facilitate’.
Action 7.1 (pg22) compared with action on page 17 to
“commence construction phase for mineral sands projects”. Facilitate construction.
20 Action 4.1 – Council needs to have ongoing discussion with GWM
Water re: the future of the Horsham WWTP. Opportunity to
utilise wastewater. Noted – part of Horsham South Structure Planning.
23 Under strategic considerations – address challenges facing
retailers – imposing public holidays in key trading days should be
included Noted – to be discussed with Business Horsham.
23 Under strategic considerations – Develop hospitality and
entertainment in the CAD - Roberts place was specifically set up
for this yet some council departments are less than helpful in
encouraging this and need to be proactive with positive Noted.
engagement supporting initiatives in this and other spaces in the
CAD
24 Under CAD revitalisation – The town centre services a catchment
far greater than the council area – advocating for additional
public holidays to close business on main trading days does not
align with this statement Noted.
34 Under liveability – no mention of our location on our key natural
asset the river Include Wimmera River under Liveability p. 34.
Include Wimmera River.
37 14.1 We totally support this research as a priority as its
imperative we understand the actual perception not the
Noted.
preconceived perception
37 14.2 Again the river is not mentioned – this is our first and
Include Wimmera River.
foremost key natural asset and we fail to see why it is not
Noted – include Wimmera River.
identified here
40 17.2 This is a MUST DO and should have a fresh new approach
and open to including new ideas and have a ‘can do’ attitude
Noted.
Submission3
Author: Mark Radford
I couldn’t find much of a mention for the local housing construction Construction is identified in Background Paper.
APPENDIX 10.3C
businesses.
Like our business, with one or two people doesn’t seem to rate a
mention.
The local building industry is quite a large employer. This will be the subject of a Housing Strategy.
8
With our location in the State, I wonder if we should be advocating

for more public housing for Horsham and the Wimmera?
On Page 7 there is that negative comment about our older Agree. Page 7, change to ‘living longer”.
folks…..”HRCC resident population is ageing” A more positive
way would be to say: “HRCC residents are living longer”
The enthusiasm for Mineral Sands Mining may come back to bite us.
Not everyone shares such glowing support as per Page 19 Council needs to work with all industry sectors.
I see a difference in ‘supporting’ Mineral Sands Mining and
‘promoting’ Mineral Sands Mining. I wonder if
Strategy 7, ACTION 7.1 needs to be a bit tighter?
In relation to 8.4. A VIBRANT CENTRAL ACTIVITY DISTRICT:

- Council’s role is to facilitate – provide opportunities for
STRATEGIES AND ACTIONS
networking/training.
I wonder if we need to really encourage small business to work
- Council provides contribution to support Business Horsham in
together….two examples…Membership of Business Horsham and administration/governance
….unity of local accommodation providers in some form of
‘Association’
Considerations 11.3
HORSHAM BYPASS
In 2015, VicRoads prepared an amendment to the Horsham Planning

Scheme (C72) which sought to introduce a Public Acquisition Overlay
(PAO) to reserve land for a future Horsham bypass.
At some stage, a Western Highway Bypass of Horsham will proceed.
The transition to a bypass will require strategies to encourage tourists
and visitors to stop in Horsham for retail, accommodation and other
services. There is also potential for development of highway related
services on the bypass alignment.
ACTION 19.1 Lobby and advocate for passenger rail services from
Melbourne to Horsham. Advocate for a Horsham Bypass.
ACTION 19.2 Advocate for the adoption of a route for the Western
Highway Bypass of Horsham.
ACTION 19.3 Complete the Horsham Aerodrome Master Plan.
ACTION 19.4 Advocate for upgrades to major roads and highways.
ACTION 19.5 Advocate for dual carriageway on the Western Highway.
APPENDIX 10.3C
Submission 4
Author: Virginia McLeod (DELWP)
Despite construction contributing the second highest to Horsham's Construction Industry sector included in Background Paper.
economy in 2017, it seems to be only mentioned very lightly in the
9
report. I would suggest including construction in one of the themes to

ensure it has been some consideration as to how the construction
industry is foreseen in the next five years- will it be maintained, or is
it a dying industry? I would assume it will be maintained through the
development of the CBD revitalisation, the WIFT and other major
developments etc.
I feel that the education sector could be better established in the

report. The location of the Federation Uni is very close to the CBD CAD revitalisation has a focus on connection to the river. Fed Uni
which is an advantage. Potential benefits could include encouraging connection can be considered in future planning.
university students into the CBD to help with its activation, and to
integrate education assets into Horsham's branding.
I can't seem to find the Background Discussion Paper which is what

the Plan is based on. I presume that policy alignment with Federal, State and Federal Government alignment is included in Background Paper.
State and Local Policy was addressed more specifically in this
background report, as it seems to be mentioned on a high level in the
Plan.
As for the structure of the report - naming consistency is required

throughout the document i.e. the CBD revitalisation study is named Check consistency. Check consistency and acronyms – CAD.
differently on two occasions. It was a little confusing as to whether
the report has been completed (in which it should have a date after
the title of the document), or whether it was a study that is to be
completed.
Submission 5
Author: Anne Donovan
Eco Dev Strategy
Include statement Theme 8 – Overview
Need to identify role of Town Hall as an arts precinct – in the Strategy
Recognise the role of Horsham Town Hall as the arts precinct for the region.
and maps
Action 10.7 Engage with to strengthen the role of arts and culture in the
Strengthen the role of arts and cultures role to the economic economy.
participation and prosperity of Horsham: Partners – Community Services/HTH
o Town Hall- regional events Art Gallery/Planning and Economic Development/Creative Victoria/RDV
Agree.
o Nati Fringe
o Cultural tourism
o Small events
o Role of artists/makers/entrepreneurs on the economy Policy Overview Page 6
Destination tourism and its role. This could be: Included in Background Paper. Support and promote Horsham Town Hall and Regional Art Gallery to
increase visitation and attract investments and residents.
APPENDIX 10.3C
o Heritage
o Art Include page 6 – Improving liveability and providing opportunities for all
o Nature based tourism etc community members.
o Experiences- bush walking, rock climbing etc
Need something about inclusion- that opportunities for all leads to
improved prosperity etc
10
Role of Council:
o Employer
o Support training
o As a consumer- how can Council lever of this and get better Include action around support of local business in accordance with Council’s Include statement around Horsham Rural City Council being an employer of
economic outcomes procurement policy (included above). choice.
o Social procurement
Submission 6
Author: Chris McClure
On reflections and given the strong partnership with Sports Noted and agree. Include on page 35. Council’s partnership with Sports Marketing Australia
should be ongoing to assist with securing sports tourism events.
Marketing Australia could there be a specific paragraph placed in the
Draft EDS to recognise this and the Economic outcomes that come
from sports tourism?
It could fit on page 35 under Festivals and Events.

It would also help support any applications for funding for sporting
facilities or for sport clubs.
Submission 7
Author: Kevin Dellar
General comments
Noting the history of council with consultant's reports, it is unlikely This draft strategy is Council’s first Economic Development Strategy and will
anything will change between the draft presented for comment and form basis of work plan for Council’s Economic and Business Development
the final document accepted by council. There is an expectation Manager.
council will do what it wishes to regardless of community sentiments,
such is the culture in council and the somewhat cynical but real is tic Council has received 10 submissions in response to the draft strategy.
view that has developed in the community.
There is an expectation not to expect any change to the draft from This document also identifies links with other Council
submissions, such is the lack of confidence in council and expectation Plans/Strategies/Stakeholders.
that council will sell the community short on what is best for the Council received feedback from 322 community members and 81
municipality. When councillors are not cognisant of and fail to fully businesses via online survey.
understand the issues contained in reports they sign off on, there is
little confidence in the best outcomes being achieved. Background Discussion Paper sets the context of the Strategy and will be
included as appendix.
The draft should be considered by council only as an initial framework
document that requires further development and public consultation
to address several deficiencies and recommendations that are in
direct conflict with current council policies.
Either the document requires amendment or council policies need to
change. It is a document that council should note and accept as
APPENDIX 10.3C
requiring further work, but not adopt in its current form.
The draft is light on substance and short on clear direction and, like
many consultant's reports, it is not very useful in providing a clear
direction that are outcomes-based and a requirement for an annual
audit conducted to quantify and achievements that relate to the
11
strategy. What will be its relevance in a year, two and more? Given Agree –
past performance, it is unlikely to have much relevance to what Annual review of strategy to be included. Include annual review of strategy.
council actually does. and a requirement for an annual audit
conducted to quantify any achie vements that relate to the strategy.
What will be its relevance in a year , two and more ? Given past
performance, it is unlikely to have much relevance to what council
actually does.
The content does not reflect what was discussed at meetings in the Consultation via survey (over 400 responses).
draft preparation stage. It is unclear what guidelines were specified Key stakeholders consulted are listed on the Background Paper.
for the consultants.
The draft lacks integration and work is required to address clear gaps
in the knowledge base as a precursor to (any) further development of
the strategy, should it be accepted beyond noting.
The Group offers its collective community expertise is assisting
council to reach objective outcomes, particularly in relation to the
Aerodrome and planning for new local road infrastructure and a
bypass that integrates all highways and other passing through
Horsham.
Specific comments
The draft strategy has been informed by data/trends, community and
The draft strategy should reflect the goals specified in the current
business feedback and consistent with Council’s Plan and other Strategies.
Council Plan as the key guidance d9cument with a statutory
perspective: 1. Community an d cultural development; 2. Sustaining
the economy; 3. Asset management ; 4. Gove rn:ci11ce and Business
Excellence; 5. Natural and Built Environments.
Theme 6. Economic infrastructure.
The following comments relate to this section of the report. The
section is a grab-bag of items and actions that simply fail to fit current
council positions.
Something has to give : either the draft is significantly amended,
council policy positions have to change, or both.
Significantly, there is a necessity for a specific economic study to
evaluate the potential effect on business in Horsham from a bypass
(or other similar road infrastructure) . Despite assertions for decades This is covered by the comments under 11.3.
of a (potentially) negative economic impact of a bypass (based on
perceived distance "away" from town) there has been no study
conducted to determine (attempt to quantify) the potential economic
outcomes (impacts or benefits).
This has not been addressed and is a key deficiency in the draft
APPENDIX 10.3C
strategy. The report conveys an impression the consultants fail to
have a good understanding of the local economics, as written in
objective 11.1. "will towards attracting investment in critical
infrastructure projects" is a nice open- ended hollow statement
without direction. Mere waffle words devoid of substance.
12
The considerations in 11.3 fail to provide a solid foundation for one

Western Rail Project is supported by 8 Council’s in South West.
year , let alone for a for-year strategy. Exactly how does the Western
rail project be a "key infrastructure priority, when the economics and
numbers of travellers suggest it should be an item, but not a key
priority. Exactly what significant change it will make , and return on
investment , to the economy of Horsham and Wimmera is unclear.
The dual carriage freeway item and the "many businesses are still
reliant on heavy vehicle transportation" is an oxymoron. This will not Council is a member of the Western Highway Action Committee. Greater
access will facilitate Business opportunities and attract visitation to the
change. Moreover, the trend to more heavy vehicles is inevitable.
region.
Upgrade of the Western highway "The upgrade of the Western
highway would also encourage greater self-drive visitation between
Melbourne and Adelaide". What , exactly, is that supposed to mean?
An example of simply too little substance, too much rhetoric, muddle
thinking and lack of substance.
The short section on the bypass, (not a bypass) is disjunct and lacks This statement is prefaced by at some stage a bypass is likely to proceed.
any substance. Exactly what "A separate strategy will be required to This next piece of work on managing the transition will not occur until there
manage the transition to the bypass, etc" has no clear context or is a decision on the bypass.
direction (in keeping with the rest of the document). It will be more
waste of resources if council touch it. Locally developed concepts
should be the priority for consideration, not yet another consultancy
and wasted resources that deliver nothing of substance and use.
The WIFT is another lost opportunity in conflict with other council Planning Scheme amendment has been gazetted. Currently working on the
"priorities" (wish lists!). Already reaching siding capacity yet no plan development plan, and working with Freight Operator to support
for extension, no plans for a bulk loading siding; no plans for a infrastructure development.
passenger rail siding/station (yet a wish to more the rail line out of
Horsham - exactly where to?). A classic example of no idea of or
expertise in strategic planning within council.
The aerodrome section also contains half-truths and untruths. "A
The aerodrome master plan is in draft, and requires further work and input.
draft Masterplan (sic) is underway.." This is false and has originated
from council staff with a (not very) hidden agenda , as has been the
case all along with the bypass planning. The facts (where the truth
lies) are: The draft Aerodrome Master Plan (AMP) was proposed for
adoption and rejected . It was therefore declared redundant in 2016.
It can therefore not be, "underway". Council need to address the
issue of confidence and trust between itself and the community.
Council went "back to the future" in July 2017 by reverting to a
position it held in 2015. This precedes the draft AMP (and HITS stage
1).' Therefore, the 20 IO Aerodrome Business plan is the only
document that has currency.
APPENDIX 10.3C
Strategy 19.
What exactly does, "lobby, advocate and attract funding ...." mean? One of Council’s Key roles is to lobby and advocate for community needs.
There is no direction in this. It's meaningless waffle devoid of
substance. This is not a strategy as it lacks clear definition and
direction.
13
Action 19.2. This is in direct conflict with the current policy, as of July
Change to “Advocate for a Horsham Bypass”.
2017. Either is goes, or the policy position changes, or both. While the
Group welcomes an opportunity for community consultation, it
should be for a bypass (not option D) and locally-generated options
should be investigated to achieve the best possible long-term
outcome for the municipality.
Action 19.3. This should be removed for the reasons specified above.
Instead, it could be replaced by: The 2010 Aerodrome Business Plan
will be updated to a Master Plan by the local aviation expertise in
conjunction with council.
The Local Government Act requires this and it is a moral responsibility
of this council to ensure this is achieved. Further comments could be
made aside from the above. For brevity, other issues could be raised
if an opportunity is provided by council by me rely noting, not
adopting , the draft strategy.
Submission 8
Author: Don Carter, Chair, Wimmera Business centre
• Page 13, section 6.3 Considerations of the Economic Agree. Include “should review provision of….”
Development Strategy. The Business Support Services;

Networking and Training section outlines what HRCC could
be doing, however the WBC has been providing the support
services for the past 20 years.
• Page 13, section 6.3 Considerations of the Economic Agree. Include (currently offered by RMIT).
Development Strategy. The NEIS program is currently

offered through RMIT unless funding/tenders should
change in the future. Enquires are directed to RMIT and
forms are available from the WBC.
Agree. Include WBC as partner.

• Page 15, Strategy 2, Action 2.1puts forward the creation of
an up-to-date business database. The Horsham Rural City
Council offers a Business Directory currently managed by
the Wimmera Business Centre. Whist this requires
continued maintenance and an upgrade, the WBC should
be a nominated lead/partner.
APPENDIX 10.3C
• Page 15, Strategy 2, Action 2.3: The development of a Agree. Include WDA/WBC as partner.
regular newsletter needs to be in conjunction with the WBC
whom already have an established database and regular
14
newsletter. On a bigger scale the newsletter needs to be

supported by other business support services including
Business Horsham and the Wimmera Development
Association.
• Page 15, Strategy 3, Action 3.1: Facilitation of education Agree. Include WBC as partner.
and training within the business community. As previously
mentioned the WBC offers education and training across a
range of topics including but not limited to social media,
digital marketing, record keeping, employment,
administration, financial strategies and customer service.
Whilst these can be irregular depending on facilitator
availability, local requirements, etc. a number of training
sessions and workshops are still offered throughout the
year.
• Page 15, Strategy 3, Action 3.2: Facilitate networking Agree. Include Business Horsham/WBC as partners.
events. Business Horsham generally offer one networking
session a year whilst the WBC currently offer internal
networking opportunities. However the WBC are working
on other possible networking opportunities across business
sectors.
Page 25, Section 8, Theme 3: Wimmera Business Centre. Agree. Include throughout its 18 spaces for rent as well as 2 rooms of casual hire.
The Advisory Committee suggests the second paragraph be
rephrased to ensure it is not outdated upon final
publication of the Economic Development Strategy. The
Advisory Committee suggests the following: "The Centre
accommodates a diverse range of businesses throughout its
18 spaces for rent as well as 2 rooms for casual hire.
Submission 9
Author: Parks Victoria Amendment included in Destination Horsham Theme.
(Submission as attached)
APPENDIX 10.3C
Submission 10
Author: Susan Surridge Minor amendments included.
(Submission as attached)
15
APPENDIX 10.3C
From: Robin Barber [mailto:hkbhorsh@netconnect.com.au]

Sent: Friday, 10 November 2017 8:27 AM
To: Angela Murphy
Subject: Economic Strategy
Angela
I have had a read thru this document and last night at a meeting of Business Horsham we discussed
it in more detail. I must say we are all very disappointed in the content of this report.
Wendy is putting together a response from BH however I thought I we forward my personal views-
Introduction
Some time ago BH canvassed HRCC to set up an Economical development Department as part of the
management of HRCC. Similar to what other Council already had in place.
There role was to help promote economical development in Horsham and to help/assist existing
business in Horsham. The appointment of the new manager was very welcome and he was very keen
to change the mindset of Council. However he only lasted several months upon which the
proceeding managers have little to show for their time in the job.
The last manager Matthew in his address to the 2016 AGM OF BH listed many items which needed
to be tacked but again little has come to fruition.
2.Good Point from this Report
2a EDU. The establishment of a EDU within Council is MUST. Who else in our community has the
time and $ to invest in making our community a strong and vibrant one!!.
The inclusion of the tourism arm of Council under the manager of the EDU is also welcome. KPIs
must also be provided to tourism to ensure there accountability.
2b The manager of the EDU MUST have the same status as the other Manager in the HRCC and be
accountable to the CEO. If HRCC is to be far dinkum about economic activity in our Shire, cultural
change is required within HRCC and to do that the Manager has to have power to make change.
2c The comments about the Horsham Bypass and that council needs to work with the community to
find the best location for the Bypass must be applauded.
3. Disappointing point from the Report.
3a 90% of the strategies mentioned within the report are actions which are already in place. The
only new strategy seems to be the involvement of the BDU with the farming community for business
development. This is already happening with the WDA and yes consultation with the WDA is needed
however not at the expense of other sectors.
The Council already has representation on the WDA and it can be argued major influence being the
major financial contributor to the WDA.
3b The report makes no “economical modelling” of any of the strategies listed throughout the
report. Surely and “Economic Strategy” should have some $ against the strategies listed and there
shortfalls if any.
3c The report mentions the “Grampians Peak Trail”. How does this benefit Horsham??. Why not
recommend a “backpacker hostel” for Horsham. Why not tell us what Horsham has to do to take full
advantage of this new tourism trail??
APPENDIX 10.3C
3d Tourism is spoken little of in this report. We all can see what tourism can do for a community, so
where are the new initiatives needed to increase tourism in our City???
3e This report fails to mention that HRCC should have a “Horsham First” within HRCC. It’s been
spoken about for some time and luke warm efforts have been made however
Most things HRCC deals with seems to have to come from “out of town”. The tendering process of
HRCC gives little weigh to “being local”.
Summary
This report is very swallow. A meeting with BH and community leaders could have provided a better
outcome.
Why to from now???. If Council are serious about economic development in our Shire it has to set
aside the $ to make it happen first. These $ will easily be recoped in additional developments and
rates. Employ people with committed passion for the City and Shire who will make it happen and
won’t stay for just a short time and they MUST be part of the management team in the HRCC
structure.
Regards
Robin Barber
APPENDIX 10.3C
Summary of submission for HRCC EDS by Business Horsham Executive Committee 8.11.17
Strategy - A strategy is a plan of action designed to achieve a long-term or overall aim.
This document is vast and lacks detail in many areas throughout the document; in essence we believe this should be
a plan rather than a 4 year strategy. We believe there should be specific outcomes and costed actions.
Key stakeholders and partners are not identified throughout the document, where many are already undertaking or
have undertaken some of this work, or complimentary work and the EDU should work alongside them. This may
well be the intent however they are not identified and if so would then be key drivers for the new EDU to undertake
their information gathering process.
We have made some general comments and identified some content or actions that we recommend be considered
for change.
The 65 actions should be, but are not prioritised, as there are no opportunities or threats identified to drive the
actions.
A comprehensive report is on the following pages.
Business Horsham Executive Committee 2017/18
1|Page
APPENDIX 10.3C
Comprehensive Report
This document is vast and lacks detail
 It is unclear how one staff member could manage the workload based on this document and in essence a
whole unit should be responsible.
 Budget for a whole EDU
 Draw on exit interview from outgoing EDO (Matt Gould). What pearls of wisdom can be shared
 There are no clearly defined roles within the EDU
Resources: Dedicated resources are required to ensure time; effort and appropriate expenditure are provided to support
initiatives. If not appropriately resourced, desired economic development outcomes will not be realised.
Economic development is about making the best use of available resources to drive employment growth, investment
and economic activity, regardless of the size and budget of the council. The scale of resources can range from a full team
of dedicated officers to a conscious effort and application by different team members across the council.
The key to delivering applied and practical economic development outcomes understands where we are now, where we
would like to be as a community, and the specific actions required getting there.
 Responsibility for each role needs to be more specific

 It appears that an analysis of opportunities and threats has not been conducted as part of this strategy
preparation. A statement regarding the threats and opportunities should be included in the document
Measuring the success of economic development initiatives is important in determining whether the desired outcomes
are achieved.
 Comments within the document do not support the data provided – see footnote below.
 There are no set timeframes or costings.
 Turnaround time for business planning applications - what is the current timeframe and how will it change?
 There are no KPI’s
 How much value does this role offer council in the agricultural sector?
 Linkages with other parts of council
Footnote: For instance, the table provided on page 9 does not add to the report what so ever. Output for Agriculture of $180m is near on
meaningless. Output (total sales) by the agricultural sector can only be meaningful if a 5 year average is provided, as each year alone is subject
to enormous volatility from one year to the next.
Secondly, output for agriculture that relates to the Horsham region again is meaningless as it is output of the broader Wimmera that has a
major impact on economic activity in Horsham. Wimmera farmers shop in Horsham not just Horsham farmers.
2|Page
APPENDIX 10.3C
Key stakeholders/partners are not identified throughout the document
Economic development initiatives require:

• Partnerships: Coordination and cooperation with stakeholders and other organisations to achieve outcomes.
Successful economic development initiatives contribute to the wellbeing and prosperity of the community, business, industry and
Local Government over time. Economic development should be outcome-focused and driven by the community’s desire to
innovate, develop and improve their unique local region and economy. A number of diverse stakeholders are involved ranging
from government to business and industry, local community members and training providers.
Many more partners need to be identified in this document such as and not limited to: (EDO should work more
closely with)
 A $20M council investment in our Horsham Town Hall is not identified as a key stakeholder
o Greater tourism opportunities
o Working with local community to support business expos, conferences etc
 Business Horsham
o Networking
o Training
o Business Support
 Wimmera Business Centre
o Business Start Up Support
o Mentoring
o Training
 For Agriculture - DPI, VFF, LAC etc
 For Business:
o Other progress associations within the HRCC
o Event organisers to establish how business can capitalise on each event.
 Education & Training Providers – Fed Uni, LLEN, Schools etc
 Arts & Culture – HTH, Art Gallery etc
 Community Groups
o Horsham Arts Council
o Horsham Agricultural Society
o Service Clubs
o Sporting clubs/precincts
General
 Not clear on what level of engagement with the industry sectors is identified in the document
 No use of clear definitive statements such as ‘we will’ rather than ‘should or could’.
 Clear detail is missing. The context of this strategy is unclear. i.e. most strategies are designed to give
funding organisations confidence that the implementers of a strategy have thought through their priorities
and costed out their actions. This document should reference and draw on funding streams from Federal,
State, HRCC and other funding sources. We don’t see those connections.
 There is recognition of events but greater input is required from Council to ensure the events meet a
minimum standard with regard to provision of food and drink.
 There is an opportunity for event organisers to provide greater detail to businesses regarding the events so
that businesses can identify and explore business opportunities with event participant.
 The Wimmera River needs to be identified as the key natural asset for Horsham followed by outlying natural
assets. The river has been identified by our community as vastly underutilised and as such should be a key
driver for the EDU to facilitate infrastructure as a priority
3|Page
APPENDIX 10.3C
Specific recommendations for content change:
2. Policy & Strategic Context
Add a dot point
 Support & protect the ‘retail’ sector identified in the Industry Overview as the second largest employing
sector
 Also other sectors that rank highly in different categories – see below under economic profile
4. Economic Profile
 4.3 Due to volatility the overview should cover more than one year e.g. 5 year rolling average (pg9)
We question the use of a one year table!
The paper continues to note agriculture as the ‘key’ sector in the Wimmera when clearly there are other factors that
support other sectors which should also be identified and examples are:
 Health Care & Social Services employs the largest number of jobs and should therefore be identified as a key
area for sourcing business relocation or establishment e.g. decentralised government departments
 Manufacturing with the highest value in local sales and regional exports and imports
 Retail Trade employs the second largest number of people – second to Heath Care & Social Services
 Arts & Recreation Services lists 95 jobs however we are aware of 380 trading artists – where are they
identified in this data?
Critical Requirements - Clear Information Flow

The success of any activity designed to enhance the local economic environment will be greatly helped by good information flows
through the council hierarchy – from the Mayor to the outside workforce, and across the range of departments and staff – from
engineering and planning to customer service and between partner organisations and the local community.
The 65 actions:
 All actions should be prioritised as there are no opportunities or threats identified to drive the actions.
 There appears to be no economic modelling of the economic benefits or outcomes from the actions
 HOW are things going to be done? There are no clear instructions in the actions
 Actions need to have clear timelines as to when the action is to be completed, secondly who is accountable
and thirdly what method will be used to determine if it was successful or not?
Recommendations and comments for change to specific actions:
1.1 Agree. Internal issue. What will be the measures of success?
1.2 Define regular. Incorporate an annual or biannual meetings with roundtable mentioned in Action 5.3 to give
businesses the exposure to WDA.
2.1 Agree.
2.2 Recommend caution. CRMs were all the rage in retail 6 months ago but have now gone quiet. Potential for
this to be outdated very quickly
2.3 Agree. Encourage use of digital media in this space. This should be constant engagement and not just
“where necessary”
2.4 Agree. What will be the measure of success?
3.1 Agree. Work with business groups to identify needs and opportunities
4|Page
APPENDIX 10.3C
3.2 Agree. Work with business groups to identify needs and opportunities
Council could consider some funds for organisations such as Business Horsham and other progress
associations in the area of networking for example – make them strategic partners as they already have runs
on the board in this space.
4.1 DPI has previously examined a range of potential intensive agricultural activities in the Wimmera Southern
Mallee (Brian Kearns). To avoid duplication, suggest discussion with DPI (or successor agency) re: review of
this information and update if required. Build on work previously done with others in the municipality
including WDA.
4.2 Agree
4.3 Include as part of Action 4.1
4.4 Agree
5.1 Agree as part of Action 2.1
5.2 RDV used to fulfil this role. Does that role still exist? If so, then the EDO needs to liaise with the RDV role
rather than duplicating. Further, has a need for this type of role been identified, and if so, how?
5.3 A round table with all sectors would be a great initiative and something Council could facilitate
5.4 Agree. However avoid duplication with business groups.
6.1 – 6.4 Agree, assuming a need and/or opportunity for this has been previously identified and justified
7.1 Agree
8.1 Agree
8.2 Doesn’t this pre-empt the outcome of the Plan developed in 8.1?
8.3 – 8.5 Agree
8.6 Don’t disagree with this action but where is the analysis to say there is an opportunity for this?
9.1 – 9.2 Agree
9.3 Agree. Isn’t this already covered in 8.1. If so then no need to repeat
9.4 Agree. Same as 9.3 above
10.1 – 10.2 Agree
10.3 Is there a proven need for this?
10.4 A strong need to redevelop the WBC has not been established in the commentary. Is there really a need?
10. 5 Part of Action 14.2. Note that Horsham Town Hall should be mentioned here. Also television advertising
must be a consideration as part of the promotional planning
10.6 Agree with leveraging off the Town Hall but is Ward Street the most appropriate place? It serves as the main
parking for events at the Town Hall. If Roberts Avenue continues to be our main “street” venue then
creating a link from Town Hall to Roberts Ave through Ward Street is required.
11.1 Greater definition required around Council’s role in this space.
11.2 Greater definition required around Council’s role in this space.
5|Page
APPENDIX 10.3C
12.1 Greater definition required around Council’s role in this space. Perhaps participate in identifying needs and
encourage RTOs to respond to training needs.
13.1 Agree the need to have a good relationship but unclear on the role Council plays with regard to economic
opportunities arising from the health sector as it currently stands.
13.2 Agree. However we are missing a huge opportunity for economic growth arising from a large expansion
required in health services, particularly in aged care. There is a strong home based care system that is
continually growing. Council needs to be involved in working with health service providers to scope the
potential size of growth. Eg include aged care and youth dental services as a lot of money leaves our
community for teen braces and orthodontics
14.1 Agree
14.2 This has been done plenty of times before. Review and update. The prospectus itself is not the answer, it’s
how the information is distributed and promoted which is the key.
14.3 Agree
14.4 Intrinsic part of 14.2. Would need this before redeveloping 14.2
15.1 Agree. Include trail running
15.2 Agree. Include open water swimming
15.3 Agree
15.4 Agree. Include mountain bike riding and trail running – fastest growing recreation activities at present
15.5 Agree
16.1 Do we need the word “experienced?” Work collectively with local hospitality to promote what we have.
Why not encourage the use of Apps such as Trip Advisor to encourage positive feedback by diners. We are
totally missing throughout this document the whole digital media opportunities to promote the municipality
16.2 These actions would flow from Action 16.1. Only hospitality can decide if the local produce is the quality and
style of produce they wish to use. The opportunity here may be to encourage agriculture/horticulture to
grow locally for the food outlets as a substitution for produce from outside the region.
17.1 Agree
17.2 Reword. Agree with dedicating staff. Prefer “facilitate” events rather than “manage” and ensure Council
meets its obligations with regards to events.
18.1 How old is the Horsham Visitor Centre review and what are the outstanding actions?
19.1 – 19.5 Agree with all of these actions
20.1 The action totally missed the point of the commentary. Don’t need to identify more land, just the parcel
size.
6|Page
APPENDIX 10.3C
Content comments
Page Comment
2 It is assumed that Appendix 10.3A = Part B Future Directions
4 Map shows Horsham Township economic Assets – why not include other locations such as
Natimuk and Wartook Valley. These are economic opportunities
4 Map failed to identify the Horsham Golf Course as an economic asset. The club was once a
major drawcard but faces a very uncertain future. HRCC should work collaboratively with
the Golf Club to enhance its economic contribution to the municipality.
6 No reference to the Interim Report of the Victorian Population Policy Taskforce June 2017
– a key document in helping identify opportunities for the municipality
Statement: “It can be concluded that a proportion of the population in the WSMR are
7 moving to HRCC” is a fair conclusion but it’s nothing you can plan any action on.
7 Age Structure – huge opportunity for growth in health care particularly for aged.
8 Document is agri-centric. The data presented in Table 4.3 does not support agriculture as
the number 1 economic driver in the municipality
12 Theme 1. It is an honourable objective. However there is no statement on the current
capacity of council to adequately resource the proposed actions. Needs greater definition
13 Under Engagement – We are very pleased to see a strong focus on this included
15 Action 2.3 – What is the intended use of the business database?
18 Data does not support the statement that agriculture is the most important industry in
WSMR!
18 Water security – larger pipelines occur within HRCC. Greater opportunity for
development. However pipeline extension occurring on periphery of WMP area. Wartook
extension is planned. What is its current status?
19 Disconnect between approach to Mineral Sands on pg 19 and Action 7.1 (pg22) compared
with action on page 17 to “commence construction phase for mineral sands projects”.
20 Action 4.1 – Council needs to have ongoing discussion with GWM Water re: the future of
the Horsham WWTP. Opportunity to utilise wastewater.
23 Under strategic considerations – address challenges facing retailers – imposing public
holidays in key trading days should be included
23 Under strategic considerations – Develop hospitality and entertainment in the CAD -
Roberts place was specifically set up for this yet some council departments are less than
helpful in encouraging this and need to be proactive with positive engagement supporting
initiatives in this and other spaces in the CAD
24 Under CAD revitalisation – The town centre services a catchment far greater than the
council area – advocating for additional public holidays to close business on main trading
days does not align with this statement
34 Under liveability – no mention of our location on our key natural asset the river
37 14.1 We totally support this research as a priority as its imperative we understand the
actual perception not the preconceived perception
37 14.2 Again the river is not mentioned – this is our first and foremost key natural asset and
we fail to see why it is not identified here
40 17.2 This is a MUST DO and should have a fresh new approach and open to including new
ideas and have a ‘can do’ attitude
Content in italics are extracts from an Economic Development Guidelines document sourced by Business Horsham.
7|Page
APPENDIX 10.3C
Submission to the HRCC Economic Development Strategy Cr. Mark Radford 13/11/17
***I couldn’t find much of a mention for the local housing construction businesses.
Like our business, with one or two people doesn’t seem to rate a mention.
The local building industry is quite a large employer.
With our location in the State, I wonder if we should be advocating for more public housing for Horsham and the
Wimmera?
***On Page 7 there is that negative comment about our older folks…..”HRCC resident population is
ageing” A more positive way would be to say: “HRCC residents are living longer”
***The enthusiasm for Mineral Sands Mining may come back to bite us.
Not everyone shares such glowing support as per Page 19
I see a difference in ‘supporting’ Mineral Sands Mining and ‘promoting’ Mineral Sands
Mining. I wonder if Strategy 7, ACTION 7.1 needs to be a bit tighter?
***In relation to 8.4. A VIBRANT CENTRAL ACTIVITY DISTRICT: STRATEGIES AND ACTIONS
I wonder if we need to really encourage small business to work together

….two examples…Membership of Business Horsham
….unity of local accommodation providers in some form of ‘Association’
***Considerations 11.3
HORSHAM BYPASS
In 2015, VicRoads prepared an amendment to the Horsham Planning Scheme (C72) which sought to introduce a
Public Acquisition Overlay (PAO) to reserve land for a future Horsham bypass.
At some stage, a Western Highway Bypass of Horsham will proceed. The transition to a bypass will require strategies
to encourage tourists and visitors to stop in Horsham for retail, accommodation and other services. There is also
potential for development of highway related services on the bypass alignment.
ACTION 19.1 Lobby and advocate for passenger rail services from Melbourne to Horsham.
ACTION 19.2 Advocate for the adoption of a route for the Western Highway Bypass of Horsham
ACTION 19.3 Complete the Horsham Aerodrome Master Plan.
ACTION 19.4 Advocate for upgrades to major roads and highways.
ACTION 19.5 Advocate for dual carriageway on the Western Highway.
Thank you
APPENDIX 10.3C
From: Mark & Anne Radford [mailto:radford@skymesh.com.au]

Sent: Tuesday, 14 November 2017 2:11 PM
To: Angela Murphy
Subject: Economic Development Strategy
G’day Angela,
Prompted by last night’s discussion about the DRAFT Strategy, further to my comments last Friday,
I would also like your team to consider these changes/additions;
If my comments are considered a “Submission” then that is fine, I will sit out the discussion/decision
in the Chamber.
Considerations 11.3
HORSHAM BYPASS
In 2015, VicRoads prepared an amendment to the Horsham Planning Scheme (C72) which
sought to introduce a Public Acquisition Overlay (PAO) to reserve land for a future Horsham
bypass.
At some stage, a Western Highway Bypass of Horsham will proceed. The transition to a
bypass will require strategies to encourage tourists and visitors to stop in Horsham for retail,
accommodation and other services. There is also potential for development of highway
related services on the bypass alignment.
ACTION 19.1 Lobby and advocate for passenger rail services from Melbourne to Horsham.
ACTION 19.2 Advocate for the adoption of a route for the Western Highway Bypass of
Horsham ACTION 19.3 Complete the Horsham Aerodrome
Master Plan. ACTION
19.4 Advocate for upgrades to major roads and
highways. ACTION 19.5
Advocate for dual carriageway on the Western Highway.
APPENDIX 10.3C
From: virginia.mcleod@delwp.vic.gov.au [mailto:virginia.mcleod@delwp.vic.gov.au]

Sent: Friday, 17 November 2017 4:43 PM
To: Angela Murphy
Subject: Eco Dev plan comments
Hi Anglea
Apologies, took me all week to get to sit down and read the report! Hope these comments are not too
late or have been captured by others.
Overall, the report highlights the main priorities for economic development in Horsham and sets out
strategies and actions for economic development in Horsham for the next five years.
There are a couple of areas that I think need to have more detail which have stood out to me.
Despite construction contributing the second highest to Horsham's economy in 2017, it seems to be
only mentioned very lightly in the report. I would suggest including construction in one of the themes
to ensure it has been some consideration as to how the construction industry is foreseen in the next
five years- will it be maintained, or is it a dying industry? I would assume it will be maintained through
the development of the CBD revistalisation, the WIFT and other major developments etc.
I feel that the education sector could be better established in the report. The location of the Federation
Uni is very close to the CBD which is an advantage. Potential benefits could include encouraging
university students into the CBD to help with its activation, and to integrate education assets into
Horsham's branding.
I can't seem to find the Background Discussion Paper which is what the Plan is based on. I presume
that policy alignment with Federal, State and Local Policy was addressed more specifically in this
background report, as it seems to be mentioned on a high level in the Plan.
As for the structure of the report - naming consistency is required throughout the document i.e. the
CBD revitalisation study is named differently on two occasions. It was a little confusing as to whether
the report has been completed (in which it should have a date after the title of the document), or
whether it was a study that is to be completed.
Thanks for giving us a look at it, appreciate the chance to be involved. This will work in nicely with the
MSS review too (let's catch up about that soon).
Thanks
Virginia McLeod | Manager, Grampians Regional Planning Services | Statutory Planning Services
Planning | Department of Environment, Land, Water and Planning
Level 3, 402 Mair Street, Ballarat, Victoria, 3350

| T: 0428 678 165 | Virginia.Mcleod@delwp.vic.gov.au
APPENDIX 10.3C
From: Anne Donovan

Sent: Tuesday, 21 November 2017 8:50 PM
To: Angela Murphy
Subject: Strategy feedback
Hi Angela
Thanks for meeting with me today- good chat!
As discussed, here are some dot points:
Parking Strategy
 Could we please change the language from disability parking to accessible parks please.
 Accessibility parks- it currently reads that no further action is required as there are enough
parks.
 There might be enough in terms of numbers of accessibility , but if we could introduce an
action to audit the accessibility parks so that we can address issues of:
o Are they in the right location – in terms of services, catchments etc
o Do they require any cap works- such as curb and channelling
o Are they wide enough
o Is the amenity right
o Right angles for footpath etc
o Are they suitable for drivers with mobility issues
 General amenity- can we add something about improving the amenity:
o Improving shade- through street planting, verandas and shade in Council owned car
parks
o Increasing shade might encourage people to park and walk – where possible
 Legibility :
o Address street signage clutter and introducing more streamlined signage- consider
accessibility in this- use symbols rather than text
o Way finding
o Increase walkability and linkages
 Charge points- for mobility scooters and e- cars. Identify suitable locations
Eco Dev Strategy

 Need to identify role of Town Hall as an arts precinct – in the Strategy and maps
 Strengthen the role of arts and cultures role to the economic participation and prosperity of
Horsham:
o Town Hall- regional events
o Nati Fringe
o Cultural tourism
o Small events
o Role of artists/makers/entrepreneurs on the economy
 Destination tourism and its role. This could be:
o Heritage
o Art
o Nature based tourism etc
o Experiences- bush walking, rock climbing etc
 Need something about inclusion- that opportunities for all leads to improved prosperity etc
 Role of Council:
APPENDIX 10.3C
o Employer
o Support training
o As a consumer- how can Council lever of this and get better economic outcomes
o Social procurement
Please let me know if you need further information
Many thanks
Anne
From: Chris McClure
Sent: Thursday, 12 October 2017 2:30 PM
To: Matthew Gould
Cc: Angela Murphy
Subject: Sports Tourism in the draft EDS
Hi Matt,
On reflections and given the strong partnership with Sports Marketing Australia could there be a specific paragraph placed in the Draft EDS to recognise this
and the Economic outcomes that come from sports tourism?
It could fit on page 35 under Festivals and Events.
It would also help support any applications for funding for sporting facilities or for sport clubs.
My latest SMA report, in table format, is attached.
Cheers
Chris
Chris McClure
Coordinator Tourism and Events
Victoria's Tidiest Town 2015 and 2016

P.O. Box 511, Horsham, VIC 3402
chris.mcclure@hrcc.vic.gov.au
(03) 53829 702
0428 357 220
APPENDIX 10.3C
Date Event Event visitors from Cost Benefit
outside the region
March 2016 National Motocross Championships 1,650 $8,000 $484,000
March 2016 Southern Regional Ultimate Challenge (Frisbee) 380 $4,500 $71,000
October Bushwalking Victoria Federation Walks weekend 280 $7,000 $110,000
2016
October Dragon Boats Regatta 300 $6,000 $134,000
2016
November Grampians Challenge Adventure Race 150 Nil $33,000
2016
April 2017 Nitro Circus live (Total attendance 6,000) 3,000 $12,000 $855,000
September Grampians Challenge Adventure Race 150 $5,000 $33,000
2017
(scheduled)
September National Junior Motocross Championships 2,000 $2,000 $988,000
2017
(Scheduled)
February Victorian Masters Squash 280 $7,000 $91,000
APPENDIX 10.3C
2018
(Scheduled)
September Darts Victoria Team Championships 420 $5,000 $201,000
2018
(Scheduled)
October NRL Victorian Masters Tournament 410 $2,500 $175,000
2018
(Offered)
November Food Truck Carnival (Total visitors expected is 4,300 $12,000 $1,300,000
2018 8,000)
(Offered)
November Dragon Boats Regatta 300 $6,000 $134,000
2018
(Offered)
TOTAL 15,000 $73,000 $4,960.00
APPENDIX 10.3C
C1T’ Y’CL
_____ APPENDIX 10.3C
ZELAJOO.’L_.
.ZL P__
Horsham Rural City Council
Civic Centre, 18 Roberts Ave 13 NOV 2017
P0 Box 511
HORSHAM VIC 3402
ICOPES I
Submission to Horsham Economic Development
10 Nov 2017
The opportunity to comment on the draft Horsham Economic Development Strategy 201 7-2011
(October 2017) is welcomed and an opportunity to address deficiencies and proposed actions with
council would also be welcomed, in particular, the recommendations (Actions) listed in theme 6.
General comments
Noting the history of council with consultant’s reports, it is unlikely anything will change between
the draft presented for comment and the final document accepted by council. There is an
expectation council will do what it wishes to regardless of community sentiments, such is the
culture in council and the somewhat cynical but realistic view that has developed in the community.
There is an expectation not to expect any change to the draft from submissions, such is the lack of
confidence in council and expectation that council will sell the community short on what is best for
the municipality. When councillors are not cognisant of and fail to fully understand the issues
contained in reports they sign off on, there is little confidence in the best outcomes being achieved.
The draft should be considered by council only as an initial framework document that requires
further development and public consultation to address several deficiencies and recommendations
that are in direct conflict with current council policies.
Either the document requires amendmentor council policies need to change. It is a document that
cOuncil should note and accept as requiring further work, but not adopt in its current form.
The draft is light on substance and short on clear direction and, like many consultant’s reports, it is
not very useful in providing a clear direction that are outcomes-based and a requirement for an
annual audit conducted to quantify any achievements that relate to the strategy. What will be its
relevance in a year, two and more? Given past performance, it is unlikely to have much relevance
to what council actually does.
The content does not reflect what was discussed at meetings in the draft preparation stage. It is
unclear what guidelines were specified for the consultants.
The draft lacks integration and work is required to address clear gaps in the knowledge base as a
precursor to (any) further development of the strategy, should it be accepted beyond noting.
The Group offers its collective community expertise is assisting council to reach objective
outcomes, particularly in relation to the Aerodrome and planning for new local road infrastructure
and a bypass that integrates all highways and other passing through Horsham.
APPENDIX 10.3C
Specific comments
The draft strategy should reflect the goals specified in the current Council Plan as the key guidance
document with a statutory perspective: 1. Community and cultural development; 2. Sustaining the
economy; 3. Asset management; 4. Governance and Business Excellence; 5. Natural and Built
Environments.
Theme 6. Economic infrastructure. comments relate to this section of the report.

The following
The section is a grab-bag of items and actions that simply fail to fit current council positions.
Something has to give: either the draft is significantly amended, council policy positions have to
change, or both.
Significantly, there is a necessity for a specific economic study to ‘--‘aluate the potcntial effect on
business in Horsham from a bypass (or other similar road infrastructure). Despite assertions for
decades of a (potentially) negative economic impact of a bypass (based on perceived distance
“away” from town) there has been no study conducted to determine (attempt to quantify) the
potential economic outcomes (impacts or benefits).
This has not been addressed and is a key deficiency in the draft strategy. The report conveys an
impression the consultants fail to have a good understanding of the local economics, as written in
objective 11.1. “will towards attracting investment in critical infrastructure projects” is a nice open-
ended hollow statement without direction. Mere waffle words devoid of substance.
The considerations in 11.3 fail to provide a solid foundation for one year, let alone for a for-year
strategy. Exactly how does the Western rail project be a “key infrastructure priority, when the
economics and numbers of travellers suggest it should be an item, but not a key priority. Exactly
what significant change it will make, and return on investment, to the economy of Horsham and
Wimmera is unclear.
The dual carriage freeway item and the “many businesses are still ry reliant on heavy vehicle
transportation” is an oxymoron. This will not change. Moreover, the trend to more heavy vehicles is
inevitable. Upgrade of the Western highway “The upgrade of the Western highway would also
encourage greater self-drive visitation between Melbourne and Adelaide”. What, exactly, is that
supposed to mean?
An example of simply too little substance, too much rhetoric, muddle thinking and lack of
substance.
The short section on the bypass, (not a bypass) is disjunct and lacks any substance. Exactly what “A
separate strategy will be required to manage the transition to the bypass, etc” has no clear context or
direction (in keeping with the rest of the document). It will be more waste of resources if council
touch it. Locally developed concepts should be the priority for consideration, not yet another
consultancy and wasted resources that deliver nothing of substance and use.
The WIFT is another lost opportunity in conflict with other council “priorities” (wish lists!).
Already reaching siding capacity yet no plan for extension, no plans for a bulk loading siding; no
APPENDIX 10.3C
plans for a passenger rail siding/station (yet a wish to more the rail line out of Horsham - exactly
where to?). A classic example of no idea of or expertise in strategic planning within council.
The aerodrome section also contains half-truths and untruths. “A dft Masterplan (sic) is
underway..” from council staff with a (not very) hidden agenda, as
This is false and has originated
has been the case all along with the bypass planning. The facts (where the truth lies) are: The draft
Aerodrome Master Plan (AMP) was proposed for adoption and rejected. It was therefore declared
redundant in 2016. It can therefore not be, “underway”. Council need to address the issue of
confidence and trust between itself and the community.
Council went “back to the future” in July 2017 by reverting to a position it held in 2015. This
precedes the draft AMP (and HITS stage 1). Therefore, the 2010 Aerodrome Business plan is the
only document that has currency.
Strategy 19.
What exactly does, “lobby, advocate and attract funding ....“ mean? There is no direction in this. It’s
meaningless waffle devoid of substance. This is not a strategy as it lacks clear definition and
direction.
Action 19.2. This is in direct conflict with the current policy, as of July 2017. Either is goes, or the
policy position changes, or both. While the Group welcomes an oiortunity for community
consultation, it should be for a bypass (not option D) and locally-generated options should be
investigated to achieve the best possible long-term outcome for the municipality.
Action 19.3. This should be removed for the reasons specified above. Instead, it could be replaced
by: The 2010 Aerodrome Business Plan will be updated to a Master Plan by the local aviation
expertise in conjunction with council.
The Local Government Act requires this anci it is a moral responsibility of this council to ensure this
is achieved. Further comments could be made aside from the above. For brevity, other issues could
be raised if an opportunity is provided by council by merely noting, not adopting, the draft strategy.
Note: This submission is a collaborative effort with input from a number of members of the Group.
Kevin Dellar
Chair, Wimmera Community Leadership Group
10 November 2017
(Address for any correspondence from council, send to Barbecues Galore, 58 Darlot Street)
-
APPENDIX 10.3C
APPENDIX 10.3C
APPENDIX 10.3C
From: Susan Surridge

Sent: Friday, 13 October 2017 12:13 PM
To: Matthew Gould; Angela Murphy
Subject: Comments on draft Eco Dev Strategy
HI Angela, Matthew
I have taken the opportunity to review the draft Eco Dev Strategy – mainly from the perspective of
support for future grant application.
Attached are some specific pages where I think we should add comments to strengthen some areas
that will relate to key funding applications in the future (and there is also just a couple of typos)
My comments are around the following:

 An Exec Summary would be useful at the front for quick reference
 A Summary of just the Actions combined into an Action Plan as an appendix would also be
useful for quick reference
 More description on the timeline for Actions. i.e. how is short, medium and long term
defined. The final page of the attachment is an example of an action plan that lists
commencement year for actions over the next five years – this is just a thought???
 Two key areas that need a specific Action (for grant writing purposes)
1. Sports Tourism – support for infrastructure improvements and in the short term the
Motorcycle Club and the Indoor sports centre
2. WIFT precinct development over the next 5 years – as this will be the focus of industrial
land development over the next 5 years??
Hope these comments are useful. Happy to discuss further
Susan
APPENDIX 10.3C
APPENDIX 10.3C
APPENDIX 10.3C
APPENDIX 10.3C
APPENDIX 10.3C
APPENDIX 10.3C
APPENDIX 10.3C
APPENDIX 10.3C
APPENDIX 10.3C
APPENDIX 10.3C
APPENDIX 10.3D
POLICY FILE
CATEGORY: CHIEF EXECUTIVE OFFICER’S POLICIES
SUBJECT: Electronic Gaming Machines
NO: 6
_____________________________________________________________________
Council at its meeting on 16th April, 2012 adopted the following policy:-
POLICY:
APPENDIX 10.3D
Horsham Rural City Council Policy on Electronic Gaming Machines
Contents
HRCC Policy Position ........................................................................................................ 3
Purpose ............................................................................................................................. 3
Council Context ................................................................................................................. 3
Legislative Context ............................................................................................................ 3
Electronic Gaming Machines in the HRCC municipality ..................................................... 3
Social and Economic Impact of EGMs in HRCC ............................................................ 5
HRCC Procedures............................................................................................................. 7
Compliance Responsibilities .............................................................................................. 8
Related Policies................................................................................................................. 8
Appendix A ........................................................................................................................ 9
APPENDIX 10.3D
HRCC Policy Position

Horsham Rural City Council aims to minimise the negative impact of Electronic Gaming Machines
(EGMs), while acknowledging that EGMs contribute to the community’s recreational and social
fabric.
Council will work with the community, service providers and venue operators to best manage the
location and operation of EGMs, to promote responsible gambling and community wellbeing.
While Council is cognisant of the fact that EGM licences are distributed by the Victorian
Government on a per capita basis, we will advocate for no further EGM licences to be made
available in the municipality, and we will encourage a reduction in the number of licences being
used if that opportunity arises.
Purpose
Horsham Rural City Council acknowledges that there are both benefits and disadvantages created
by Electronic Gaming Machines (EGMs) in the municipality. Council also acknowledges that EGMs
are only one of several gambling outlets across the municipality.
This Policy sets out Council’s preference for housing EGMs in community clubs, which can have a
positive recreational, social and economic impact on the community. However this Policy also aims
to highlight the large body of evidence cataloguing the negative impacts that EGMs can have on
the community, in particular the health, finances and family of problem gamblers.
The Victorian Government regulates EGMs and sets limits on the number of machines allowed in
each municipality, and Council acknowledges that the current limit of 148 is an appropriate
maximum cap for Horsham Rural City, based on 10 EGMs per 1000 adults.
Council acknowledges that EGMs are legal, already exist in our community and need to be
managed in such a way as to protect the health and wellbeing of the community. Council believes
this policy can provide guidance on its preferred location and operation of EGMs, as well outline
the benefits of stakeholders working together to best meet community needs.
Council Context
This Policy reflects HRCC’s vision and will have an impact on the Planning Scheme as Council’s
aim is to amend Clause 22 of the Planning Scheme to include the guidelines contained within this
policy. This policy will also impact the Community Development work of Council.
Legislative Context
In Victoria, regulation of the gaming industry and activities is the responsibility of the Victorian
Commission for Gambling Regulation (VCGR). The Gambling Regulation Act 2003 is a key piece
of legislation designed to govern the conduct and licensing of gaming. Another important piece of
legislation is the Planning and Environment Act 1987. Through this legislation, Councils manage
gambling issues in relation to planning approvals for venues and in minimising harm to
communities from gambling.
Electronic Gaming Machines in the HRCC municipality

HRCC has 147 machines, located in four venues (three clubs and one hotel as at February 2012).
While expenditure data shows that EGMs in the municipality have a lower expenditure than others
across the State, Council feels that this should not provide incentive to loosen planning regulations
around the location and accessibility of EGMs.
APPENDIX 10.3D
HRCC as the regional centre for EGMs

It is important to note that the adjoining municipalities of Yarriambiack Shire, Hindmarsh Shire and
West Wimmera Shire do not house any EGMs, and that residents of those Shires frequent the
venues in HRCC, which is not indicated in the statistical data.
The Horsham Sports and Community Club has 2164 members who live in the adjoining LGAs
mentioned above. Similarly, Horsham RSL has 258 of its 2059 members in those same LGAs.
(Figures correct January 2012). This does not include visitors or, in the case of the Westside
Tabaret, patrons who are not required to register their attendance.
One impact of this is that the density of EGMs in HRCC is 9.76 per 1000 adults, significantly higher
than the State average and only just below the State wide limit of 10 per 1000 adults.
Expenditure
Total expenditure on the 148 EGMs located in HRCC in 2010-11 was $ 9.3 million.
Venue Expenditure 10-11 Expenditure 09-10

HORSHAM RSL $2,048,985.89 $2,152,979.80
HORSHAM SPORTS & COMMUNITY $4,266,190.08 $4,287,677.19
CLUB
ROYAL HOTEL (HORSHAM) $1,239,589.13 $1,301,044.27
WEST SIDE TABARET $1,829,622.71 $1,810,982.29
TOTAL $9,384,387.81 $9,552,683.55
Victorian Commission for Gambling Regulation website
The licences for those 148 machines were auctioned in May 2010. From August 2012, the EGM
licences have been purchased by:
- Horsham Sports and Community Club - 78 machines
- Horsham RSL - 36 machines
- Horsham Racing Centre (Westside Tabaret) - 34 machines
Data shows that expenditure per machine is lower in HRCC venues than in other country and
metropolitan venues.
Expenditure Details
Rural City of Horsham - Not Capped - Country

Year FY 2007/2008 FY 2008/2009 FY 2009/2010 FY 2010/2011
Hotels as at 30 June 1 1 1 1
Clubs as at 30 June 3 3 3 3
Expenditure $8,865,549.15 $9,632,694.65 $9,552,683.55 $9,384,387.81
EGM as at 30 June 147 147 147 147
Expenditure Data Comparison
EXP per EGM in HRCC $60,309.86 $65,528.54 $64,984.24 $63,839.37
Average Victorian EXP per $97,455.23 $101,123.50 $97,338.40 $99,012.94

EGM
Average EXP per EGM for $65,876.10 $61,986.49 $56,567.14 $53,895.18

APPENDIX 10.3D
Hotels in HRCC
Average EXP per EGM in $127,213.32 $131,456.68 $126,157.13 $128,473.00

Victorian Hotels

Country Hotels
Average EXP per EGM for $59,277.41 $66,185.53 $66,545.48 $65,683.86

Clubs in HRCC

Victorian Clubs

Country Clubs
Social and Economic Impact of EGMs in HRCC

Horsham Rural City Council places high priority on the health and wellbeing of the community.
This policy aims to minimise the harm that gambling can inflict on individuals, families and
communities, by encouraging best practice in responsible gambling and regulating the location and
density of EGMs through the Planning Scheme.
All four EGM venues in the municipality are signatories to the State Government’s Responsible
Gambling Code of Conduct, which requires:
- the Code of Conduct to form part of the organisation’s Policies and Procedures
- gaming staff undergo an approved Responsible Service of Gaming (RSG) course within six
months of commencing employment
- gaming staff not to gamble in their place of employment
- display of signage encouraging responsible gambling of patrons
- patrons to be made aware of the passage of time and to be encouraged to takes breaks
from extended or intensive play
- a clear process for dealing with customer complaints
- a Self-Exclusion Program
Regional population
It is important, however, to interpret population and expenditure data in the context of the regional
membership and patronage of the venues.
LGA Adult Population EGMs
HRCC 15055 148
Hindmarsh Shire 4641 0
Yarriambiack Shire 5869 0
West Wimmera Shire 3389 0
TOTAL 28954 148
VCGR website, 16 February, 2012

APPENDIX 10.3D
Population Stats - Rural City of Horsham

Adult population 15,055 Adults Per Venue 3,764
EGMs Per 1000 Adults 9.76 EXP Per Adult $623
Population Stats - Victoria
Adult population 4,322,850 Adults Per Venue 8,460
EGMs Per 1000 Adults 6.19 EXP Per Adult $613
SEIFA index of Disadvantage SEIFA index of Advantage Disadvantage
Score 993.32 Score 953.46
Rank in Victoria (out of 40 Rank in Victoria 50
79)
Rank for Country 16 Rank for Country LGAs 21
LGAs out of 48
out of 48
Unemployment - Rural City of Horsham
Workforce 11,224 Unemployment Rate 4.9%
Unemployment 550
VCGR website, 7 December, 2011
Economic Impact
Club venues with EGMs in the HRCC municipality have a strong commitment to returning
economic benefits to the community.
- Horsham Sports and Community Club contributed $192,790 in cash and in-kind
sponsorship in 2010-2011
- Horsham RSL contributes approximately $100,000 per annum in direct assistance through
welfare payments and assistance to pensioners
- Westside Tabaret, which is jointly owned by Wimmera Racing and Wimmera Harness
Racing, returns all EGM profits to nine horse racing clubs across the Wimmera as well as
Horsham-based Harness racing.
Local clubs also have a positive impact on employment, with between 10 and 28 staff employed at
each venue.
EGM revenue from the local hotel also contributes to the Community Support Fund, which is, in
part, returned to the community through Victorian Government grants.
However, the presence of EGMs in a community does result in the redistribution of expenditure
and employment within local economy.
Social Impact
The negative impact of gambling is evident in the incidence of problem gambling within the
municipality, including self-identifiers, those identified by venue operators, and those who seek
assistance from community service organisations.
Problem gambling is characterised by difficulties in limiting money and/or time spent on

gambling which leads to adverse consequences for the gambler, others, or for the community.
Problem Gambling and Harm: Towards a National
South Australian Centre for Economic Studies and University of Adelaide
All three of the club venues in Horsham are located with 600-700 metres of lower socio-economic
housing, which research shows are more vulnerable areas.
The Horsham Responsible Gambling Interest Group (RGIG) has identified women over the age of
45 and young men as particularly vulnerable to problems with EGMs. Implications of problem
gambling have been identified as:
APPENDIX 10.3D
- Stress and financial hardship for the problem gambler and their family, including loss of
relationships and friendships
- Increased incidence of mental health, alcohol and drug problems amongst problem
gamblers
- Potential safety hazards for venue staff.
As at February 2012, Grampians Community Health advised that approximately 20 people had
‘self-excluded’ from Horsham’s EGM venues, while approximately 75 had identified as having a
gambling problem.
HRCC Procedures
Accessibility
HRCC will advocate for the maximum number of EGMs in the municipality to remain at 148.
All future applications for operation of EGMs will be considered within the following Council
Guidelines. Council’s aim is to amend the Planning Scheme to include the following requirements.
1. Gaming venues are prohibited from locating in shopping complexes or strip shopping.
2. Community clubs rather than hotels are the preferred venue for EGMs.
3. Gaming venues should not be located in areas:
a. of identified socio-economic disadvantage
b. within close proximity to uses associated with people’s day to day activities such as
convenience shops, medical centres, child care, schools and community centres
etc.
4. It is more desirable for gaming venues to be located in areas:
a. where residents have a number of choices of entertainment and recreation facilities
in the local area
b. where there are currently limited existing gaming opportunities for residents
c. where the redistribution of EGMs results in a net decrease in EGMs from an area of
socio-economic disadvantage
d. of the Central Business District (CBD) and tourism precincts where they will be
accessible to visitors to Horsham.
5. It is preferable for venues to:
a. restrict EGMs to less than 25% of usable floor space
b. provide other activities in-house that will allow a break from play
c. not make Automatic Teller Machines available in the venue.
Social and Economic Impact Assessment
HRCC will require all planning permit applications to be accompanied by a social and economic
impact assessment, as contained at Appendix A, and available at
http://www.socialimpactsofpokies.org.au/index.php/framework/downloads .
The Framework outlines social and economic indicators, priority populations and locational factors.
Identifying which indicators are relevant and weighing them up is the point of the Social and
Economic Impact Assessment, and must be done on a case-by-case basis. People using this
Framework will need to use discretion to assess the risk and likeliness of each indicator, and the
potential impact it will have on the community.
Locational factors and presence of any priority populations must be balanced to identify if a
locations is appropriate or inappropriate for EGMs.
Once the relevant negative and positive impacts have been identified, they must then be balanced
and weighed up. A logical conclusion must be drawn to assess the net impact on the community.
APPENDIX 10.3D
Partnerships
HRCC will commit to participating in a collaborative partnership with members of the Responsible
Gambling Interest Group, which is co-ordinated by Wimmera Uniting Care and Grampians
Community Health.
HRCC will advocate for increased funding and resources to address problem gambling issues in
the region.
HRCC will work to encourage venue operators to continue their implementation of best practice
principles in relation to the Responsible Gambling Code of Conduct.
Community Engagement
HRCC recognises that EGMs have an impact on the whole community, not just problem gamblers.
As such, we encourage awareness raising and capacity-building activities at the community, as
well as the individual level.
HRCC will consult with the community on the issue of future potential increases in the number of
EGMs in the municipality, as legislated by the State Government.
Providing Recreation Alternatives

HRCC will continue to provide information to the community on alternative recreation activities, and
will look to improve communication of these activities in partnership with venue operators.
HRCC will also continue to work with community through community building and renewal projects
that will foster the development of alternative recreation activities.
Compliance Responsibilities
The General Manager, Planning and Promotion Services and the Manager, Community
Development are responsible for HRCC compliance with this Policy.
Related Policies
This Policy should be read in conjunction with the HRCC Planning Scheme, the Sport and
Recreation Plan and the Community Engagement Strategy.
Date: March 2012

APPENDIX 10.3D
Appendix A
APPENDIX 10.3E
Gambling application kit
Economic and social impact

submission
OCTOBER 2015
CD/15/460065
This package contains the application and information

material for responsible local authorities to make a
submission for assessment of applications for approval of
gaming machines and/or gaming premises.
How to apply
Send application to:
Victorian Commission for Gambling and Liquor Regulation

GPO Box 1988
MELBOURNE VIC 3001
or lodge in person at:
49 Elizabeth Street
RICHMOND Victoria 3121
Need help?
For more information on how to apply for a liquor or gambling licence or permit:
• visit the Victorian Commission for Gambling and Liquor Regulation
(VCGLR) website at vcglr.vic.gov.au
• telephone the VCGLR on 1300 182 457
• email the VCGLR at contact@vcglr.vic.gov.au
Victorian Commission for Gambling and Liquor Regulation Email contact@vcglr.vic.gov.au

49 Elizabeth Street, Richmond VIC 3121 Telephone 1300 182 457
GPO Box 1988, Melbourne VIC 3001 vcglr.vic.gov.au
ABN 56 832 742 797
APPENDIX 10.3E
Important Information
Legislation believe exceptional circumstances are impeding
Section 3.3.4 and 3.4.17 of the Gambling their ability to make a submission within the
Regulation Act 2003 make provisions for the prescribed 60 day period.
assessment of:
The Gambling Regulation Act 2003 requires the
 Applications to approve premises as VCGLR to determine an application at a public
suitable for gaming hearing within 60 days of either:
 Applications to amend venue operator’s
licences to vary the number of gaming  being notified that the responsible
machines for an approved venue. authority will not make a submission
or
For these applications to be accepted by the  receiving a submission from the
VCGLR, a complete copy of the application must responsible authority.
be given to the responsible authority within the
As a responsible authority you may appear at the
meaning of the Planning and Environment Act
public hearing and present evidence in regard to
1987, and then lodged with the VCGLR within
an application. Applicants will also appear at the
three days.
public hearings and present their evidence, in
support of the application.
Responsible authority can make a
submission Amended applications
Section 3.3.6 and 3.4.19 of the Gambling An applicant may amend an application for new
Regulation Act 2003 allow responsible premises approval at any time before the
authorities to make submissions in respect of VCGLR gives its determination.
either of the above applications. The
submissions should address the economic and An applicant may only amend an application to
social impact of the application on the well-being increase the number of gaming machines in an
of the community of the municipal district in approved venue within 30 days after giving the
which the premises is located, and can also take responsible authority a copy of the application.
into account surrounding municipal districts.
Any amended applications must be given to the
A submission by a responsible authority must be responsible authority and lodged with the
in the approved form. The appropriate VCGLR on the same day.
submission form can be found on the VCGLR
website. If an amended application is received the
responsible authority must:
Responsible authorities can supply any
additional information to the VCGLR which may  advise the VCGLR whether it intends to
be of assistance in making an assessment of the make an economic and social impact
application. The information required by the submission within 37 days of receiving
submission form is only the minimum that is the amended application
required. Applicants and responsible authorities  lodge an economic and social impact
are free to communicate directly throughout the submission within 60 days of receiving
application process. the amended application, should it
choose to.
Application process
The Gambling Regulation Act 2003 requires the An applicant cannot change the number of
responsible authority to: gaming machines sought in application for
approval of premises once the first 30 days of
 advise the VCGLR whether they intend to giving a copy of the application to the
make an economic and social impact responsible authority elapse.
submission within 37 days of being
advised of the application by the VCGLR If an amendment is made to the number of
 lodge an economic and social impact gaming machines sought the VCGLR may grant
submission within 60 days of being an extension of up to 30 days for the responsible
advised of the application by the VCGLR authority to make an economic and social impact
should it choose to. submission.
Responsible authorities may request an
extension of time to lodge a submission if they
1
APPENDIX 10.3E
Application to increase gaming machines by gaming venue is located, and can also take into
less than 10 per cent account surrounding municipal districts.
Applications to amend venue operator’s licences
to increase the number of gaming machines for Submissions can comment on the current
an approved venue by less than 10 per cent will gaming machine environment within the
not be determined at a public hearing if: community, however emphasis should be placed
on the specific impact which the application will
a) the responsible authority does not make have if approved. Therefore:
a submission; or
b) the responsible authority make a  the economic and social impact
submission and the applicant and examined for a proposal to approve new
responsible authority agree to the premises will be that arising from the
VCGLR not conducting a public hearing; operation of an additional venue and
or gaming machines
c) there has not been a previous application or
to increase the number of gaming  the economic and social impact
machines by less than 10 per cent within examined for a proposal to increase the
two years. number of gaming machines will be
Matters for consideration that arising from the use of additional
The matters the VCGLR will consider when machines in an approved venue.
determining a proposed amendment to the
At a minimum a submission should include
conditions of a venue operator’s licence to
comment on impacts as they apply to your
vary the number of gaming machines
municipal district and surrounding municipal
permitted in an approved venue are set out districts. It is not necessary to provide a
under 3.4.20(1) of the Gambling Regulation quantified cost/benefit analysis, however
Act 2003. The matters to be considered when statements about impacts should be
determining an application for approval of substantiated, and wherever possible supported
premises as suitable for gaming are set out with quantitative or qualitative data.
under section 3.3.7 of the Act.
A brief explanation of impacts, and some other
Importantly, for either of these applications to be
relevant explanations of terms, can be found at
approved, the VCGLR must be satisfied that the
the back of the form. Please consult this section
net economic and social impact of the approval
in completing your submission.
will not be detrimental to the well-being of the
community of the municipal district in which the
Further information
premises is located.
Please include, as an attachment to this
submission, information on any matters not
Information provided by the applicant
covered in this form which the responsible
Part B of the applicants application form contains
authority believe is relevant to the economic and
information specifically relating to the economic
social impact on the municipal district.
and social impact of their proposal. This
information will assist responsible authorities in
Information sources
answering the following questions in this
To complete this form you may need to contact
submission form:
local service providers. You may also need to
contact the VCGLR on 1300 182 457 or visit the
2.2, 5.1, 6.2, 7.1, 8.1, 8.2, 9.1, 9.2, 10.1, 12.2,
VCGLR website at vcglr.vic.gov.au.
13.1, 13.2, 15.1, 15.2, 15.3, 15.4, 15.5, 15.6,
15.7 (15.4 - 15.7 for an existing venue); 15.8,
Submissions are to address the following
15.9 (15.8 - 15.9 for a proposed venue) and
questions:
16.7.
“What is the net social and economic impact
Guidelines for Submission of this application?”
Types of impacts which may be described “Will this proposal result in net social and
A submission from a responsible authority economic detriment to the community?”
should address economic and social impact of
the application on the well-being of the
community of the municipal district in which the
2
APPENDIX 10.3E
ECONOMIC AND SOCIAL IMPACT SUBMISSION

(a) Name of responsible authority making submission:
______________________________________________________________________
(b) Name(s) of surrounding municipal districts:
______________________________________________________________________
(c) Application to which this submission refers.

Applicant name:
______________________________________________________________________
(Name of entity for incorporated bodies i.e. company or incorporated club)
(d) Premises or approved venue name and address:
______________________________________________________________________
(Name) (No) (Street)
______________________________________________________________________
(City/Town/Suburb) (State) (Postcode)
(e) The ____________________________ Council DOES/DOES NOT (delete whichever
does not apply) want to make a submission under section 3.3.4 or 3.4.17 of the
Gambling Regulation Act 2003. If you do not wish to make a submission, complete
items (a) to (f) on this page, sign in the box below and remit to the Victorian Commission
for Gambling and Liquor Regulation.
Name (please print): _____________________________________________________

Chief Executive Officer of responsible authority making submission.
Signature:____________________________________________ Date / /
(f) The______________________________________ Council DOES/DOES NOT (delete

whichever does not apply) support the above application.
(g) Do any of the municipal districts listed at (b) have any objection(s) to the application?
Yes No
If ‘YES’, attach details to this submission (attachment/page number is: ….…./……...)
(h) A copy of this submission was provided to the applicant on: Date / /
(i) I, the undersigned for the responsible authority making this submission, declare that all
statements contained in and all matters accompanying this submission are to the best of
my knowledge true and correct in every detail. I also understand that the applicant can
make comment on this submission to the Victorian Commission for Gambling and Liquor
Regulation.
Name (please print): _____________________________________________________

Chief Executive Officer of responsible authority making submission.
Signature: ______________________________________ Date / /
3
APPENDIX 10.3E
MUNICIPAL DISTRICT PROFILE

1. Profile of municipal district
1.1 In an attachment provide a profile of your municipal district and if there is a

relationship between any profile characteristics and gaming. Items to cover could
include, but are not limited to:
 local community demographics, by way of example, age distribution and

trends, cultural attributes or recreational information
 economy
 tourism patronage.
1.2 Has an attachment been included? YES NO
1.3 If 'YES', attachment/page number is: ............. /...............
2. Electronic gaming machines (EGM)
2.1 Total number of EGMs currently in the municipal district: ......................

(Information available from VCGLR website.)
2.2 Number to be added by the proposal: ......................

(EGMs sought less those recycled from within municipal district, information provided in
Part B of applicant’s form.)
Information to complete 2.3 to 2.8 is available on the VCGLR website.
2.3 EGMs per 1000 of the total population in the municipal district: ......................
2.4 EGMs per 1000 (over 18 years) of the total population in the municipal district:
......................
2.5 EGMs per 1000 State-wide average: ......................
2.6 Metro/Country average: ......................

(Delete whichever is not applicable.)
2.7 EGMs per 1000 (over 18yrs) State-wide average: ......................

Further information/comment:
Please provide any further information as an attachment.
4
APPENDIX 10.3E
3. Number of gaming venues
3.1 Total number of venues currently in the municipal district: ......................

(Information available from VCGLR website.)
3.2 Will a new venue be created by the proposal? ......................
3.3 Persons per venue of the total population in the municipal district:
......................
3.4 Adults per venue (over 18 years) of the total population in the municipal district:
......................
3.5 Person per venue State-wide average: ......................

3.7 Adults per venue (over 18 years) State-wide average: ......................

5
APPENDIX 10.3E
4. SEIFA index of relative socio-economic disadvantage
4.1 Current SEIFA index value for the municipal district: ......................
(Socio-economic index for areas, available from Australian Bureau of
Statistics via Cdata and SElFA software can be assembled down to CD
level.)
4.2.1 SEIFA index value State-wide average: ......................
4.2.2 Metro/Country average: ......................

4.3.1 Has the responsible authority any information it wishes to attach in relation to its
citizens' economic capacity for gaming (e.g. income, wealth or savings levels)? In
an attachment the responsible authority needs to use this additional economic
capacity information to address how the incremental effect of this proposal may
impact on the citizens of the municipal district:
(Attach evidence to substantiate any conclusion reached.)
......................
4.3.2 Has an attachment been included? YES NO
4.3.3 If 'YES', attachment/page number is: ............. /...............
5. Venue patron profile
5.1 Describe the expected patron profile of the venue if the proposal is approved.
Make reference to the following:
 do they live near the proposed venue, elsewhere in the municipal district, or
do they work but not live in the municipal district
 are they from a particular socio-economic background (includes ethnicity,
gender, age, income level/type)
 are they significantly different from the general population of the municipal
district as described in the 'Profile of Municipal District' section
 are they already customers of other gaming venues in the municipal district?
(Information provided in Part B of applicant’s form.)
Please provide your response as an attachment.
6
APPENDIX 10.3E
ECONOMIC IMPACT ON YOUR MUNICIPAL DISTRICT

6. Gaming expenditure
6.1 Total net EGM expenditure in municipal district for the last financial year (Net
expenditure equals total money less prizes paid i.e. player losses - available from
VCGLR website):
$ ....................
6.2 Anticipated net EGM expenditure arising from this proposal over first 12 months
(information provided in Part B of applicant’s form):
$ ....................
6.3 Net EGM expenditure per adult (over 18 years) of the total population in the
municipal district for the last financial year:
$ ....................
6.4 Net EGM expenditure per adult (over 18 years) for the last financial year:
State-wide average: $ ....................
6.5 Metro/Country average: $ ....................

7. Employment
7.1 Direct gaming employment from proposal: ......................

(Provide equivalent full-time figures. Information provided in Part B of applicant’s form.)
7.2 Unemployment for municipal district (per cent): ......................

(Information for 7.2, 7.3.1 and 7.3.2 obtainable from the Australian Government’s
Department of Education, Employment and Workplace Relations website)
7.3.1 Unemployment (percent): State: ......................
7.3.2 Metro/Country: ......................

See explanation section at the end of the form for further details required.
Mention could be made of possible effects on indirect employment.
7
APPENDIX 10.3E
8. Infrastructure investment, development and maintenance
8.1 Value of new building or renovation works from proposal: $ ......................

8.2 Value of building maintenance contracts from proposal for next 12 months:
(Information provided in Part B of applicant’s form.) $ ......................
9. Supply contracts
For new premises this will involve all contracts. For applications to increase
gaming machine numbers, this will involve the additional value (if any) of
contracts.
9.1 Value of supply contracts to venue for next 12 months: $ ....................

9.2 Estimated proportion to be provided by suppliers from within municipal district:

(Information provided in Part B of applicant’s form.) $ ....................
10. Complementary expenditures
For new premises this will involve all complementary expenditures.

For applications to increase gaming machine numbers, this will involve the
additional value (if any) of complementary expenditures.
10.1 Value of complementary expenditures for the next 12 months: $ ....................

8
APPENDIX 10.3E
11. Shifts in expenditure
11.1 Business closures in municipal district: ......................

(Number in last financial year.) Unable to accurately determine
11.2 Can the responsible authority attribute any business closures to EGM
expenditure? If you can, estimate how many: ......................
(Attach evidence to substantiate estimate.) Unable to accurately determine
11.3 Can the responsible authority attribute any decline in local business (sales)
in the previous financial year to EGM expenditure? If you can, estimate the
dollar value: $ ....................
11.4.1 Anticipated impacts from proposal in first 12 months:

(Attach evidence to substantiate estimate.)
Closures (number): ......................
Unable to accurately determine
11.4.2 Decline in business (value): ......................

Unable to accurately determine
Please provide any further information or comment as an attachment.
11.6 If ‘YES’, attachment/page number is: ............. /...............
12. Revenue distribution
Venue operator model tax structure

Under the venue operator model, a progressive tax scheme applies. The tax rate is based on
each venue’s average monthly gaming machine revenue, subject to the following thresholds:
Marginal tax rate

Thresholds
(average monthly
revenue per
machine) Hotels Clubs
$0 - $2666 8.33% Tax Free
$2667 - $12,500 55.03% 46.7%
$12,501 + 62.53% 54.2%
Under this model, the consolidated fund is equal to the amount of tax payable for clubs
and hotels.
9
APPENDIX 10.3E
12.1 Complete the following table using the applicable distribution schedule (hotel or club),
ownership model (venue operator) and the net EGM expenditure provided by the
applicant for section 6.2. In the space provided calculate the distribution of net EGM
expenditure of the proposal, entered for section 6.2.
Net EGM expenditure

from proposal
Venue $
Consolidated Fund $
Community
$ If applicable
Support Fund
Total $
12.2 In an attachment provide further comment and information in relation to the net
expenditure on EGMs that remains in the municipal district or returns to the municipal
district.

13. Tourism
The applicant may have provided some information concerning EGMs and
tourism that may assist you in answering this section.
13.1 Estimated impact of gaming on tourism to the municipal district for the
previous financial year: ........................
13.2 Estimated impact on tourism from the proposal (first 12 months):

(Information provided in Part B of applicant’s form.) ........................
10
APPENDIX 10.3E
14. Evidence of financial stress
14.1 Bankrupt persons in municipal district: ........................
(Number in previous financial year.) Unable to accurately determine
14.2 Can the responsible authority attribute any of the above bankruptcies to
expenditure on EGMs?
If you can, how many? ........................
14.3 If you answered 14.2, can the responsible authority estimate how many additional
bankruptcies could be attributed to expenditure on EGMs by this proposal in the
first 12 months of operation? ........................
14.4 Can the responsible authority attribute any financial stress to persons within the
community to expenditure on EGMs?
If you can, how many? ........................
14.5 If you answered 14.4, can the responsible authority estimate how many more
persons may come under financial stress due to the additional EGM expenditure
estimated for this proposal (6.2) in the first twelve months of operation?
........................

For example: use of DHS Office of Housing data such as local rent arrears, or number of
households with special payment arrangements with utilities such as water companies.)
14.7 If ‘YES’, attachment/page number is: ............. /...............
11
APPENDIX 10.3E
SOCIAL IMPACT ON YOUR MUNICIPAL DISTRICT

15. Social, recreational and entertainment opportunities
15.1 Estimate of funding or contributions towards improvements to recreational,

entertainment or community facilities from this proposal: $ ......................
15.2 Estimate of the value of sponsorship of sporting activities, social events and
live entertainment from this proposal: $ ......................
15.3 Estimate funding towards opportunities for particular social groups from this
proposal: $ ......................
For an existing venue:
15.4 Estimate the average number of patrons who attend, any part or all of,
entire venue weekly: ........................
15.5 Estimate the average number of patrons who use the gaming facility
weekly: ........................
15.6 Estimate the additional weekly patrons who may attend, any part or all of,
the venue weekly due to the approval of this proposal: ........................
15.7 Estimate the additional average number of patrons who may use the
gaming facility weekly due to the proposal: ........................
For a proposed venue:
15.8 Estimate the average number of patrons who may use, any part or all of,
the entire venue weekly: ........................
15.9 Estimate the average number of patrons who may use the gaming facility
weekly: ........................
(NOTE: applicant to provide information where relevant.)
12
APPENDIX 10.3E
16. Incidence of problem gaming/residents at risk and demand for community support
services
16.1 Attach a list of the names, addresses and contact numbers of all services in your
municipal district that specifically or substantially deal with problem gaming.
Attachment/page number is: ............. /...............
16.2 Provide in an attachment, a synopsis of the provision of services, if any,

provided by the responsible authority for problem gamblers. Synopsis could
include: funding provided, programs provided and counselling provided.
16.3 In total, how many new contacts were made to these service providers in the
previous 12 months? ........................
16.4 Proportion of these new contacts with specifically EGM related problems.
(number and percent): ...................
16.5 Estimate how many new, or additional, EGM problem gamblers could be
expected to contact these service providers in the next twelve months due to
this proposal: ........................
16.6 Estimate any further financial requirements, if any, of the provision of services
to the additional EGM problem gamblers due to this proposal: ........................
(Utilise estimate from previous question [16.5],
again attach evidence to substantiate.) Unable to accurately determine
16.7 If an existing venue, what are its responsible gaming practices and harm
minimisation strategies?
OR
If this is a proposal for a new venue, what will be its responsible gaming
practices and harm minimisation strategies?
(Comments could be made on any harm minimisation (or proposed) partnerships
with any local agencies.)
Please provide your response as an attachment.
Attachment/page number is: ............. /...............
16.8.1 Does the municipality have a responsible gaming policy and/or charter?
YES NO
16.8.2 Does the venue, or will the proposed venue, comply with this policy and/or charter?
YES NO
13
APPENDIX 10.3E
Please use an attachment to provide any further information or comment, for

example, on any local modelling undertaken or to expand on your answers to
16.8.1 and 16.8.2.
17. Incidence of gaming-related crime and social disturbance
The previous section asked for an estimate of the number of new contacts to
support services, in the previous 12 months that were EGM problem gamblers
(16.4).
The following questions ask for further information.
17.1.1 Can the responsible authority provide any information, in an attachment, that
can attribute any criminal activity to the EGM expenditure for those problem
gamblers estimated for section 16.4?
YES NO
(If ‘YES’, attach evidence to substantiate estimate.) Unable to accurately determine
17.2.1 Can the responsible authority provide a reasoned estimate, in an

attachment, of how many more crimes could be attributed to any additional
problem EGM gamblers (16.5) created by this proposal?
YES NO
(If ‘YES’, attach evidence to substantiate estimate.) Unable to accurately determine
Further Information/Comment:
14
APPENDIX 10.3E
18. Relationship and emotional costs and impact on community values and lifestyle
A previous section asked for the number of new contacts, in the last 12 months, to
support services that were EGM problem gamblers (16.4). The following questions ask
for further information in regards to them.
18.1.1 Can the responsible authority provide any information, in an attachment, that can
attribute any marital/relationship breakdown and domestic conflict to any problem
gambler’s (16.4) EGM expenditure?
YES NO
(Construct a reasoned response and attach evidence

to substantiate any estimates.) Unable to accurately determine
18.2.1 Can the responsible authority provide any information, in an attachment, that
can attribute any long-term unemployment to any problem gambler's (16.4)
EGM expenditures?
YES NO
(Construct a reasoned response and attach evidence

to substantiate any estimates.) Unable to accurately determine
18.3.1 If an answer was provided to 18.1.1, can the responsible authority, in an

attachment, estimate how many more relationship breakdowns or
domestic conflicts could be attributed to any additional problem EGM
gamblers (16.5) that may be created by this proposal?
YES NO
18.4.1 If an answer was provided to 18.2.1, can the responsible authority, in

an attachment, estimate how many more cases of long term
unemployment could be attributed to any additional problem EGM
gamblers (16.5) that may be created by this proposal?
YES NO
15
APPENDIX 10.3E
19. Additional social and economic impact information
19.1 Social and economic impacts include, but are not limited to, the previous sections.
Please attach any additional information that you believe is relevant to this submission.
This includes the provision for the submission of any detailed modelling undertaken by
the responsible authority.
Additional social and economic impact information and or comment:

20. Impacts on other municipalities
20.1 In an attachment describe any anticipated social and economic impacts of the proposal
on surrounding municipal districts. Where no page reference is provided, it will be
taken to mean that no comment has been provided.
Name of responsible authority Provide page reference in

attachment
.................................................................................... ...................................
.................................................................................... ...................................
.................................................................................... ...................................
.................................................................................... ...................................
21. Community attitudinal surveys
21.1 Has the responsible authority conducted a community attitudinal survey in relation to the
proposal?
YES NO
21.2 Has an attachment been provided? YES NO
If 'YES', attachment/page number is: …….……./…………
16
APPENDIX 10.3E
22. Conclusions
22.1 The responsible authority regards the anticipated economic impact of the proposal on
the municipal district as:
neutral beneficial detrimental
22.1 The responsible authority regards the anticipated social impact of the proposal on the
municipal district as:
22.2 The responsible authority regards the anticipated economic and social impact of the
proposal on the well-being of the community of the municipal district as:
22.3 The main areas of concern for the responsible authority making this
submission are (indicate N/A if there are no concerns):
1. ..........................................................................................................................
2. ..........................................................................................................................
3. ..........................................................................................................................
22.4 These matters HAVE/HAVE NOT (delete whichever does not apply) been discussed
with the applicant.
22.5.1 All of the responsible authorities surrounding the municipal district regard the impact of
the proposal for gaming provision on their municipal district as:
22.5.2 If one or more responsible authorities are not in agreement with the other responsible
authorities, attach details of their differing views to this submission.
22.5.3 The main areas of concern for the surrounding responsible authorities are (indicate N/A
if there are no concerns):
1. ..........................................................................................................................
2. ..........................................................................................................................
3. ...........................................................................................................................
4. ..........................................................................................................................
5. ..........................................................................................................................
6. ..........................................................................................................................
22.5.4 These matters HAVE/HAVE NOT (delete whichever does not apply) been discussed
with the applicant.
17
APPENDIX 10.3E
23. Processes and data used to prepare submission

23.1 Did the responsible authority conduct or commission any
original research that has been used for this submission? YES NO
If ‘YES’, please provide a statement about each of the following:

Use an attachment if insufficient space.
23.2 Methodology used for the research:
..............................................................................................................................
..............................................................................................................................
..............................................................................................................................
..............................................................................................................................
23.3 Limitations and difficulties arising in the conduct of the research:
..............................................................................................................................
..............................................................................................................................
..............................................................................................................................
..............................................................................................................................
23.4 Assumptions or data adjustments built into research methodology:
..............................................................................................................................
..............................................................................................................................
..............................................................................................................................
..............................................................................................................................
24. Consideration of economic and social impacts by other bodies

24.1 Has another body considered the proposal or a related
matter? YES NO
If ‘YES’:
24.2.1 Victorian Civil and Administrative Appeals Tribunal YES NO
24.2.2 Other (specify): .................................................................. YES NO
24.2.3 If ‘YES’ to 23.2.1 or 23.2.2, you must provide a copy of the

judgement with reasons for decision with this submission.
18
APPENDIX 10.3E
EXPLANATION OF TERMS
TERM EXPLANATION
Economic impact of the proposal Economic impact is the sum of the effects on the
viability and development of the economy (of the
municipal district) in the short or medium term, and
how this is likely to affect the well-being of the
community.
Includes consideration of benefits and costs (or

favourable and adverse effects).
Economic benefits are positive effects (favourable

consequences) of increased gaming provision
which are likely to contribute to the growth of the
economy of the municipal district and an increase
in the overall wealth of the community.
Economic costs are negative effects (adverse

which are likely to contribute to the deterioration of
the economy of the municipal district and greater
economic dependence.
Where a municipal economy shows no net gain or

loss, the economic impact can be said to be
neutral.
Examples of economic effects
 Bankruptcy Incidence of gaming related bankruptcy or growing
financial indebtedness.
 Community support fund Value of grants for projects or activities in the
municipal district funded from the CSF.
 Complementary expenditures Expenditure by gaming patrons on goods/services
additional to gaming expenditure and arising from
their participation in this form of entertainment, e.g.
consumption of meals and beverages
 Employment The amount and type of direct new employment
created e.g. in the venue. For example, number of
new full-time or part time, permanent or casual
positions; whether in gaming, hospitality or
administration; whether wages and conditions are
above the award.
Impact on net employment and types of jobs,

including multiplier effects, indirect employment and
job displacement.
 Infrastructure investment, Building works (new premises, renovation, building
development and maintenance maintenance, etc.) related to the new premises/
venue itself
19
APPENDIX 10.3E
TERM EXPLANATION
 Local business Businesses which may have a change in
expenditure patterns due to this application.
Alternative businesses that could have arisen in the

municipal district if investment was available.
Effects on other entertainment or hospitality

businesses of new gaming provision.
 Loss of revenues to local Value of profits/taxes from gaming that leaves the
economy municipal district.
 Supply contracts Value of contracts with businesses located within
the municipal district to supply goods or services to
the venue.
 Tourism Value of spending by visitors to the venue and the
municipal district.
Examples of social effects
 Demand for community support The demand for support related to problem gaming
services behaviours. This may be reflected in individuals
seeking addiction counselling, financial counselling,
or relationship counselling.
 Effect of gaming on community Effects on community life that may arise from the
life/values proposal. For example, whether new patrons will be
drawn from particular demographic groups and
what effects this might have.
 Incidence of gaming related crime The potential effect of the proposal on crime in the
municipal district.
 Problem gambling The recommended definition of problem gambling
adopted in Victoria is the following:
“Problem gambling is characterised by difficulties in

limiting money and/or time spent on gambling,
which leads to adverse consequences for the
gambler, others or for the community.”
For more detail see Taking Action on Problem

Gambling, October 2006, Victorian Government.
 Relationship and emotional Domestic violence, child abuse or neglect, divorce,
impacts depression, or suicide which may be a result of
increased problem gaming.
 Social, recreational and Increased social recreational and entertainment
entertainment opportunities opportunities that have resulted from gaming at the
venue (or proposed venue).
20
APPENDIX 10.3E
TERM EXPLANATION
Municipal district. District under the jurisdiction of a local government.
Municipal profile Basic data about the municipal district.
Most of this information is available in published

sources including:
 VCGLR website at vcglr.vic.gov.au
 VCGA research publications (available on the
VCGLR website)
 Australian Bureau of Statistics publications and
website.
Statistical local areas The Statistical Local Area (SLA) is an Australian
standard geographical classification defined area
which consists of one or more collection districts.
SLAs are local government areas (LGAs), or parts
thereof. SLAs cover, in aggregate, the whole of
Australia without gaps or overlaps.
Net economic and social impact An evaluation which weighs up the positive and
negative economic and social effects of the
proposed change in gaming provision to estimate
what the impact will be on the municipal district
from the proposal.
Social impact of the proposal Social impact is the sum of the effects on the social
infrastructure, social opportunities and social
interactions (of the municipal district) in the short or
medium term, and how this is likely to affect the
well-being of the community.
Includes consideration of benefits and costs (or

favourable and adverse effects).
Social benefits are positive effects (favourable

which are likely to contribute to development of
social infrastructure, social opportunities and social
interaction, and an overall improvement of the
social capital of the municipal district.
Social costs are negative effects (adverse

which are likely to contribute to the decline of social
infrastructure, social opportunities and social
interactions, and an overall deterioration of the
social capital of the municipal district.
Where the social capital of a municipal district

shows no net gain or loss, the social impact can be
said to be neutral.
21
APPENDIX 10.3E
TERM EXPLANATION
Surrounding municipal districts District(s) under the control of local government(s)
that abut the municipal district in which the
applicant's premises/venue are located.
Well-being of the community of the Economic prosperity and social robustness or
municipal district health of the overall community of the municipal
district.
Will not be detrimental to the When the net economic and social impact of the
well-being of the community of the proposal (i.e. the sum to the incremental effects) is
municipal district considered neutral or positive.
22
APPENDIX 10.3F
MUNICIPAL COMPARISON
5 13
0 2 4 6 8 10 12 14
Data Adj Data Rank
Queenscliffe 11.9
1 Alpine
Swan1 Hill 6.074585276 6.074595276 36 Queenscliffe
10.3
11.87820791
2 Ararat
2 Ararat 10.07069348 10.07071348 3 10.1 Hill
Swan 10.31440145
3
Benalla
3 Ballarat 8.252534611 8.252564611 13
9.9
Ararat 10.07069348
Wellington 9.7
4 4 Banyule
Central Goldfields 6.249998395 6.250038395 31 9.6 Benalla 9.885544889
5Horsham
5 Bass Coast 7.010556669 7.010606669 22 9.6 Wellington 9.714121628
East Gippsland 9.2
6 6 Baw Baw 5.688513645 5.688573645 41 Central Goldfields 9.621289412
Latrobe 9.2
7 7 Bayside
Warrnambool 2.581152564 2.581222564 658.9 Horsham 9.614883012
Northern Grampians
8 8 Benalla 9.885544889 9.885624889 8.8
4 East Gippsland 9.172098537
Maroondah 8.4
9 9 Boroondara 1.122892462 1.122982462 70 Latrobe 9.160617674
Ballarat 8.3
10 Brimbank
10 Glenelg 5.946462001 5.946562001 7.9 37 Warrnambool 8.874642861
Greater Dandenong
11 11 Buloke 0 0.00011 7.7 79 Northern Grampians8.755648454
Moonee Valley 7.4
12 12 Campaspe 7.210375131 7.210495131 19 Maroondah 8.423976102
Greater Bendigo 7.4
13 Cardinia
13Mitchell 4.501100988 4.501230988
7.4 52 Ballarat 8.252534611
Campaspe
14 14 Casey 3.921110626 7.2
3.921250626 58 Glenelg 7.935077419
Hobsons Bay 7.2
15 15 Central Goldfields 9.621289412 9.621439412 6 Greater Dandenong 7.734483926
Kingston 7.1
16 16
Bass Colac-Otway
Coast 6.96212613 6.96228613
7.0 23 Moonee Valley 7.43837044
Colac-Otway
17 17 Corangamite 4.758515955 7.0
4.758685955 47 Greater Bendigo 7.425313676
Mildura 6.9
18 18 Darebin 5.877317658 5.877497658 39 Mitchell 7.360992884
Greater Geelong 6.9
19 19 East Gippsland
Greater Shepparton 9.172098537 9.172288537
6.8 8 Campaspe 7.210375131
20Glen
20Eira
Frankston 4.79285246 6.64.79305246 45 Hobsons Bay 7.163213945
Mornington Peninsula 6.5
21 21 Gannawarra 5.748441373 5.748651373 40 Kingston 7.149127481
Wangaratta 6.4
22 22 Glen Eira
Maribyrnong 6.57119259 6.3 6.57141259 27 Bass Coast 7.010556669
23Banyule
23 Glenelg 7.935077419 6.2 7.935307419 14 Colac-Otway 6.96212613
Southern Grampians 6.2
24 24 Golden Plains 0 0.00024 78 Mildura 6.926241457
Mansfield 6.1
25 25 Greater Bendigo
Knox 7.425313676
6.1 7.425563676 17 Greater Geelong 6.879516351
26Monash
26 Greater Dandenong 7.7344839266.1 7.734743926 15 Greater Shepparton 6.790874906
Alpine 6.1
27 27 Greater Geelong 6.879516351 6.879786351 25 Glen Eira 6.57119259
Brimbank 5.9
Melbourne
28 28 Greater Shepparton 6.790874906
5.9 6.791154906 26 Mornington Peninsula6.533597205
29Darebin
29 Hepburn 5.9
4.123721685 4.124011685 55 Wangaratta 6.428219857
Gannawarra 5.7
30 30 Hindmarsh 0 0.0003 77 Maribyrnong 6.342829855
Baw Baw 5.7
Wyndham
31 31 Hobsons Bay 7.163213945
5.5 7.163523945 20 Banyule 6.249998395
Hume
32 32 Horsham 5.3
9.614883012 9.615203012 7 Southern Grampians6.154948561
Manningham 5.3
33 33 Hume
Frankston 5.324912717 5.325242717 43 Mansfield 6.149777789
4.8
South 34
Gippsland
34 Indigo 4.8 0 0.00034 76 Knox 6.099767435
Corangamite
35 35 Kingston
4.8
7.149127481 7.149477481 21 Monash 6.07832077
Melton 4.7
36 36 Knox
Moreland 4.6 6.099767435 6.100127435 34 Alpine 6.074585276
37 Moira
37 Latrobe 4.5 9.160617674 9.160987674 9 Brimbank 5.946462001
Wodonga 4.5
38 38 Loddon 0 0.00038 75 Melbourne 5.925984909
Cardinia 4.5
39 39 Macedon Ranges
Moorabool 4.4 2.877925751 2.878315751 64 Darebin 5.877317658
Whittlesea
40 40 Manningham 4.4 5.25404638 5.25444638 44 Gannawarra 5.748441373
Hepburn 4.1
41 41 Mansfield 6.149777789 6.150187789 33 Baw Baw 5.688513645
Port Phillip 4.0
42 42 Maribyrnong
Strathbogie 3.9 6.342829855 6.343249855 30 Wyndham 5.471849308
43 Casey
43 Maroondah 3.9 8.423976102 8.424406102 12 Hume 5.324912717
Yarra 3.8
44 44 Melbourne 5.925984909 5.926424909 38 Manningham 5.25404638
Yarra Ranges 3.8
45
Surf 45 Melton
Coast 3.3 4.728255937 4.728705937 48 Frankston 4.79285246
Whitehorse
46 46 Mildura 3.2 6.926241457 6.926701457 24 South Gippsland 4.791532478
Stonnington 3.0
47 47 Mitchell 7.360992884 7.361462884 18 Corangamite 4.758515955
Macedon Ranges 2.9
48 Moira
48 Bayside 2.6 4.516748906 4.517228906 50 Melton 4.728255937
Murrindindi
49 49 Monash 2.2 6.07832077 6.07881077 35 Moreland 4.560196754
Towong 2.2
50 50 Moonee Valley 7.43837044 7.43887044 16 Moira 4.516748906
Mount Alexander 2.0
51 51 Moorabool
Nillumbik 1.9 4.385015882 4.385525882 53 Wodonga 4.507258622
Boroondara
52 52 Moreland 1.1 4.560196754 4.560716754 49 Cardinia 4.501100988
Yarriambiack 0.0
53 53 Mornington Peninsula 6.533597205 6.534127205 28 Moorabool 4.385015882
West Wimmera 0.0
54 54 Mount 0.0
Pyrenees Alexander 1.992566619 1.993106619 68 Whittlesea 4.381204663
55 Moyne
55 Moyne0.0 0 0.00055 74 Hepburn 4.123721685
Loddon 0.0
56 56 Murrindindi 2.223223169 2.223783169 66 Port Phillip 4.008997057
Indigo 0.0
57 57 Nillumbik
Hindmarsh 0.0 1.851344092 1.851914092 69 Strathbogie 3.929438242
Golden
58 Plains 0.0 Grampians
58 Northern 8.755648454 8.756228454 11 Casey 3.921110626
Buloke 0.0
59 59 Port Phillip 4.008997057 4.009587057 56 Yarra 3.832702621
60 60 Pyrenees 0 0.0006 73 Yarra Ranges 3.752058429
61 61 Queenscliffe 11.87820791 11.87881791 1 Surf Coast 3.2790169

APPENDIX 10.3F
4 8
0 20 40 60 80 100 120 140 160

Data Adj Data Rank
Brimbank 134.1
1 1 Alpine 2.31651989 2.31652989 64 Brimbank 134.1416719
Casey 127.1
Greater Dandenong
2 2 Ararat 4.92177736 4.92179736 57 118.2
Casey 127.0938919
Greater3 Geelong
3 Ballarat 54.56880435 54.56883435 21
114.1
Greater Dandenong 118.190093
Monash 109.2
4 4 Banyule
Whittlesea 55.82085407 55.82089407 20 Greater
107.0 Geelong 114.1363817
5 Hume
5 Bass Coast 16.12606661 16.12611661 40 105.8 Monash 109.2007871
Wyndham 97.8
6 6 Baw Baw 15.58609322 15.58615322 41 Whittlesea 106.9946428
Kingston 83.0
7 7 Bayside
Mornington Peninsula 14.71007911 14.71014911
82.6 42 Hume 105.7664096
8 Darebin
8 Benalla 5.07802884 81.1
5.07810884 56 Wyndham 97.7612336
Melbourne 80.3
9 9 Boroondara 19.3307755 19.3308655 37 Kingston 83.01692848
Glen Eira 76.3
Moonee 10 Brimbank
10 Valley 134.1416719 134.1417719
75.7 1 Mornington Peninsula82.56331329
11 11 Knox
Buloke 0 75.10.00011 79 Darebin 81.11225979
Maroondah 65.1
12 12 Campaspe 8.56894856 8.56906856 46 Melbourne 80.34922084
Frankston 62.4
13 13 Cardinia
Moreland 27.04532357
61.6 27.04545357 32 Glen Eira 76.25982019
14 Melton
14 Casey 61.2
127.0938919 127.0940319 2 Moonee Valley 75.67908321
Banyule 55.8
15 15 Central Goldfields 7.32513904 7.32528904 52 Knox 75.06192449
Ballarat 54.6
16 16 Colac-Otway
Manningham 54.2 7.46642577 7.46658577 50 Maroondah 65.11489786
Maribyrnong
17 17 Corangamite 54.1 2.76452483 2.76469483 63 Frankston 62.40809864
Whitehorse 52.9
18 18 Darebin 81.11225979 81.11243979 11 Moreland 61.62768548
Greater Bendigo 47.8
19 19Bay
Hobsons East Gippsland 46.9 23.47219609 23.47238609 34 Melton 61.15731167
20 Latrobe
20 Frankston 43.6 62.40809864 62.40829864 17 Banyule 55.82085407
Greater Shepparton 31.1
21 21 Gannawarra 1.90710244 1.90731244 65 Ballarat 54.56880435
Yarra 30.8
Yarra 22 Glen Eira
22 Ranges 28.9 76.25982019 76.26004019 13 Manningham 54.17006246
Port
23 Phillip
23 Glenelg 27.5 6.61635912 6.61658912 53 Maribyrnong 54.06851053
Cardinia 27.0
24 24 Golden Plains 0 0.00024 78 Whitehorse 52.88428966
Mildura 25.3
East 25 25 Greater Bendigo
Gippsland 23.5 47.7541272 47.7543772 25 Greater Bendigo 47.7541272
Stonnington
26 26 Greater Dandenong 23.0 118.190093 118.190353 3 Hobsons Bay 46.90851885
Wellington 21.8
27 27 Greater Geelong 114.1363817 114.1366517 4 Latrobe 43.55205713
Boroondara 19.3
Warrnambool
28 28 Greater Shepparton 18.8 31.14776424 31.14804424 28 Greater Shepparton 31.14776424
29Mitchell
29 Hepburn 17.4 2.84483113 2.84512113 61 Yarra 30.8011958
Bass Coast 16.1
30 30 Hindmarsh 0 0.0003 77 Yarra Ranges 28.85008209
Baw Baw 15.6
31 Bayside
31 Hobsons Bay 14.7 46.90851885 46.90882885 26 Port Phillip 27.46698375
Macedon Ranges
32 32 Horsham 9.5 9.20278689 9.20310689 44 Cardinia 27.04532357
Horsham 9.2
33 33 Hume
Wangaratta 105.7664096 105.7667396 7 Mildura 25.30960749
8.7
Campaspe
34 34 Indigo 8.6 0 0.00034 76 East Gippsland 23.47219609
Moorabool
35 35 Kingston
8.6
83.01692848 83.01727848 9 Stonnington 23.03256279
Nillumbik 8.3
36 36 Knox
Wodonga 7.5 75.06192449 75.06228449 15 Wellington 21.82965787
Colac-Otway
37 37 Latrobe 7.5 43.55205713 43.55242713 27 Boroondara 19.3307755
Swan Hill 7.4
38 38 Loddon 0 0.00038 75 Warrnambool 18.79444223
Central Goldfields 7.3
39 Macedon Ranges
39 Glenelg 6.6 9.52601369 9.52640369 43 Mitchell 17.3562495
South 40
Gippsland
40 Manningham 6.6 54.17006246 54.17046246 22 Bass Coast 16.12606661
41 41 Mansfield 1.61948847 1.61989847 66 Baw Baw 15.58609322
Benalla 5.1
42 Maribyrnong
42 Ararat 4.9 54.06851053 54.06893053 23 Bayside 14.71007911
Northern Grampians
43 43 Maroondah4.2 65.11489786 65.11532786 16 Macedon Ranges 9.52601369
Moira 3.8
44 44 Melbourne 80.34922084 80.34966084 12 Horsham 9.20278689
Surf Coast 2.9
45 Melton 2.8
45Hepburn 61.15731167 61.15776167 19 Wangaratta 8.71215783
Mount 46
Alexander
46 Mildura 2.8 25.30960749 25.31006749 33 Campaspe 8.56894856
Corangamite 2.8
47 47 Mitchell 17.3562495 17.3567195 39 Moorabool 8.5509584
Alpine 2.3
48 48 Moira 1.9
Gannawarra 3.78099231 3.78147231 59 Nillumbik 8.29852261
Mansfield
49 49 Monash 1.6 109.2007871 109.2012771 5 Wodonga 7.51754465
Murrindindi 1.4
50 50 Moonee Valley 75.67908321 75.67958321 14 Colac-Otway 7.46642577
Queenscliffe 1.3
51 51 Moorabool
Strathbogie 1.2 8.5509584 8.5514684 47 Swan Hill 7.43936775
52Towong 0.3
52 Moreland 61.62768548 61.62820548 18 Central Goldfields 7.32513904
Yarriambiack 0.0
53 53 Mornington Peninsula 82.56331329 82.56384329 10 Glenelg 6.61635912
West Wimmera 0.0
54 54 Mount 0.0
Pyrenees Alexander 2.82328673 2.82382673 62 South Gippsland 6.57589483
55 Moyne
55 Moyne0.0 0 0.00055 74 Southern Grampians6.15215879
Loddon 0.0
56 56 Murrindindi 1.43376585 1.43432585 67 Benalla 5.07802884
Indigo 0.0
57 57 Nillumbik
Hindmarsh 0.0 8.29852261 8.29909261 48 Ararat 4.92177736
Golden
58 Northern 4.18380474 4.18438474 58 Northern Grampians4.18380474
Buloke 0.0
59 59 Port Phillip 27.46698375 27.46757375 31 Moira 3.78099231
60 60 Pyrenees 0 0.0006 73 Surf Coast 2.92466221
61 61 Queenscliffe 1.28246214 1.28307214 68 Hepburn 2.84483113

APPENDIX 10.3F
6 16
0 200 400 600 800 1000 1200

Data Adj Data Rank
Greater Dandenong 956.2
1 1 Alpine 242.6189244 242.6189344 59 Greater Dandenong 956.2127351
Brimbank 841.4
Moonee
2 Valley
2 Ararat 563.2467177 563.2467377 30 769.0 Brimbank 841.4223148
3
Latrobe
3 Ballarat 679.2321969 679.2322269 11
764.3
Moonee Valley 769.0287643
Maribyrnong 763.8
4 4 Banyule
Maroondah 549.4177139 549.4177539 34
722.7 Latrobe 764.2983607
Warrnambool
5 5 Bass Coast 598.1624541 598.1625041 712.825 Maribyrnong 763.8025898
6 6 Baw Baw 414.3070278 414.3070878 44 Maroondah 722.6961047
Monash 705.4
7 Bayside
7 Hume 182.5430693 182.5431393 698.8 63 Warrnambool 712.7947118
8 Ballarat
8 Benalla 478.0864957 478.0865757 679.2 38 Central Goldfields 711.8917443
Whittlesea 678.4
9 9 Boroondara 135.6648881 135.6649781 67 Monash 705.3745084
Wellington 666.8
Mornington10 10 Brimbank
Peninsula 841.4223148 841.4224148663.5 2 Hume 698.7554582
11Kingston
11 Buloke 0 0.00011 660.9 79 Ballarat 679.2321969
East Gippsland 648.5
12 12 Campaspe 298.4798725 298.4799925 51 Whittlesea 678.3870156
Glen Eira 644.9
13 13 Cardinia
Greater Shepparton 374.5653312 374.5654612
642.9 48 Wellington 666.8426152
14Darebin
14 Casey 552.493581 640.8
552.493721 33 Mornington Peninsula663.5122177
Melbourne 638.3
15 15 Central Goldfields 711.8917443 711.8918943 8 Kingston 660.9115867
Hobsons Bay 628.1
16 Colac-Otway
16 Mildura 472.5654359 472.5655959
617.3 40 East Gippsland 648.4617332
Greater
17Geelong
17 Corangamite 230.7900967 615.8
230.7902667 61 Glen Eira 644.9394663
Wyndham 599.0
18 18 Darebin 640.7560709 640.7562509 19 Greater Shepparton 642.9196673
Bass Coast 598.2
19 19 East Gippsland
Horsham 648.4617332 648.4619232
597.9 16 Darebin 640.7560709
20 Knox
20 Frankston 581.9315351 597.7
581.9317351 28 Melbourne 638.2684587
Frankston 581.9
21 21 Gannawarra 243.6192571 243.6194671 58 Hobsons Bay 628.0668344
Melton 581.8
22 Glen Eira
22 Ararat 644.9394663 644.9396863
563.2 17 Mildura 617.255115
23Mitchell
23 Glenelg 441.1875786 560.3
441.1878086 42 Greater Geelong 615.8455721
Greater Bendigo 553.2
24 24 Golden Plains 0 0.00024 78 Wyndham 599.031062
Casey 552.5
25 Greater Bendigo
25Banyule 553.1815504 553.1818004
549.4 32 Bass Coast 598.1624541
Manningham
26 26 Greater Dandenong 956.2127351 548.4
956.2129951 1 Horsham 597.8629685
Queenscliffe 507.8
27 27 Greater Geelong 615.8455721 615.8458421 23 Knox 597.7288285
28 Benalla
28 Greater Shepparton 642.9196673
478.1 642.9199473 18 Frankston 581.9315351
29Swan
29Hill
Hepburn 476.6
234.6258364 234.6261264 60 Melton 581.8257987
Colac-Otway 472.6
30 30 Hindmarsh 0 0.0003 77 Ararat 563.2467177
Northern Grampians 457.9
31 Glenelg
31 Hobsons Bay 628.0668344
441.2 628.0671444 21 Mitchell 560.3474959
Moreland
32 32 Horsham 435.7
597.8629685 597.8632885 26 Greater Bendigo 553.1815504
Baw Baw 414.3
33 33 Hume
Wangaratta 698.7554582 698.7557882 10 Casey 552.493581
411.8
Whitehorse
34 34 Indigo 389.0 0 0.00034 76 Banyule 549.4177139
Yarra
35 35 Kingston
383.3
660.9115867 660.9119367 15 Manningham 548.3853961
Cardinia 374.6
36 36 Knox
Moorabool 340.9 597.7288285 597.7291885 27 Queenscliffe 507.7783978
South 37
Gippsland
37 Latrobe 300.1 764.2983607 764.2987307 4 Southern Grampians504.8829452
Campaspe 298.5
38 38 Loddon 0 0.00038 75 Benalla 478.0864957
Port Phillip 286.8
Macedon 39 Macedon Ranges
39 Ranges 266.2 266.166603 266.166993 53 Swan Hill 476.6001584
Wodonga
40 40 Manningham 251.0 548.3853961 548.3857961 35 Colac-Otway 472.5654359
Mansfield 249.0
41 41 Mansfield 248.9873556 248.9877656 55 Northern Grampians457.8990438
Yarra Ranges 244.9
42 42 Maribyrnong
Stonnington 243.7 763.8025898 763.8030098 5 Glenelg 441.1875786
Gannawarra
43 43 Maroondah 243.6 722.6961047 722.6965347 6 Moreland 435.7122036
Alpine 242.6
44 44 Melbourne 638.2684587 638.2688987 20 Baw Baw 414.3070278
Hepburn 234.6
45 45 Melton
Corangamite 230.8 581.8257987 581.8262487 29 Wangaratta 411.7916614
Mount 46
Alexander
46 Mildura 187.5 617.255115 617.255575 22 Whitehorse 389.0296496
Bayside 182.5
47 47 Mitchell 560.3474959 560.3479659 31 Yarra 383.2851424
Nillumbik 170.7
48 Moira
48 Moira 165.8 165.8038144 165.8042944 65 Cardinia 374.5653312
Strathbogie
49 49 Monash 149.8 705.3745084 705.3749984 9 Moorabool 340.8735308
Boroondara 135.7
50 50 Moonee Valley 769.0287643 769.0292643 3 South Gippsland 300.0820348
Surf Coast 129.6
51 51 Moorabool
Murrindindi 127.5 340.8735308 340.8740408 49 Campaspe 298.4798725
52Towong
52 Moreland 55.6 435.7122036 435.7127236 43 Port Phillip 286.757961
Yarriambiack 0.0
53 53 Mornington Peninsula 663.5122177 663.5127477 14 Macedon Ranges 266.166603
West Wimmera 0.0
54 54 Mount 0.0
Pyrenees Alexander 187.5195631 187.5201031 62 Wodonga 250.9890218
55 Moyne
55 Moyne0.0 0 0.00055 74 Mansfield 248.9873556
Loddon 0.0
56 56 Murrindindi 127.5032583 127.5038183 69 Yarra Ranges 244.9031531
Indigo 0.0
57 57 Nillumbik
Hindmarsh 0.0 170.7046757 170.7052457 64 Stonnington 243.7450212
Golden
58 Northern 457.8990438 457.8996238 41 Gannawarra 243.6192571
Buloke 0.0
59 59 Port Phillip 286.757961 286.758551 52 Alpine 242.6189244
60 60 Pyrenees 0 0.0006 73 Hepburn 234.6258364
61 61 Queenscliffe 507.7783978 507.7790078 36 Corangamite 230.7900967

APPENDIX 10.3F
7 18
-15 -10 -5 0 5 10 15
Data Adj Data Rank
Mansfield 12.6
1 1 Alpine 3.766464095
Gannawarra 3.766474095 12 Mansfield 12.62112916
11.3
2 2 Ararat Hepburn -0.312356044
-0.312376044 51 Gannawarra 9.3
11.33983729
3 3 Ballarat -0.077718368
Bayside -0.077688368 47 Hepburn
8.0
9.331721164
Cardinia 8.0
4 4 Banyule -0.284195894
Moorabool -0.284155894 50 Bayside
6.7 8.043017175
5 5 Bass Coast Baw Baw -1.195262797

-1.195312797 61 6.3
Cardinia 8.004131
Mitchell 5.9
6 6 Baw Baw 6.30921856 6.30927856 7 Moorabool 6.735464738
Wangaratta 5.8
7 7 Bayside 8.043017175
Murrindindi 8.043087175 4
3.8 Baw Baw 6.30921856
8 8 Benalla Macedon
-3.554120445 Ranges -3.554040445 3.8
70 Mitchell 5.865570024
Alpine 3.8
9 9 Boroondara -3.332885824 -3.332795824 69 Wangaratta 5.770709168
Whittlesea 3.5
10 10 Brimbank -6.224632354
Corangamite -6.224532354 75
3.4 Murrindindi 3.788409901
11 11 Buloke Southern Grampians

0 0.00011 3.345 Macedon Ranges 3.774369262
12 12 Campaspe 2.441533651 2.441653651 18 Alpine 3.766464095
Surf Coast 2.5
13 13 Cardinia 8.004131
Campaspe 8.004261 2.4 5 Whittlesea 3.477262577
14 14 Casey Greater
1.823394988Geelong 1.823534988 2.0 22 Corangamite 3.448263178
Glenelg 2.0
15 15 Central Goldfields 3.10136242 3.10151242 16 Southern Grampians3.310091995
Melton 1.9
16 16 Colac-Otway -0.321577949 Casey -0.321417949 1.8 52 Central Goldfields 3.10136242
17 17 Corangamite Northern Grampians 3.4484331781.7

3.448263178 14 Surf Coast 2.470301956
Knox 1.7
18 18 Darebin -3.809130267 -3.808950267 72 Campaspe 2.441533651
Warrnambool 1.4
19 19 East Gippsland -0.707978854
Melbourne -0.707788854 0.7 56 Greater Geelong 2.040461934
20 20 Frankston Maribyrnong -0.782918176

-0.783118176 0.6 58 Glenelg 2.008944157
Nillumbik 0.6
21 21 Gannawarra 11.33983729 11.34004729 2 Melton 1.869364453
Wellington 0.4
22 22 Glen Eira 0.059657897
Wyndham 0.059877897
0.4 36 Casey 1.823394988
23 23 Glenelg Moonee Valley 2.009174157

2.008944157 0.4 20 Northern Grampians1.709289057
Mornington Peninsula 0.2
24 24 Golden Plains 0 0.00024 44 Knox 1.679145583
Yarra Ranges 0.2
25 25 Greater Bendigo Hobsons Bay -1.934712503
-1.934962503 0.2 65 Warrnambool 1.359596215
26 26 Greater Dandenong South Gippsland -0.54381134

-0.54407134 0.2 53 Melbourne 0.72604717
Glen Eira 0.1
27 27 Greater Geelong 2.040461934 2.040731934 19 Maribyrnong 0.620610838
Yarriambiack 0.0
28 28 Greater Shepparton West Wimmera -0.872737447
-0.873017447 0.0 59 Nillumbik 0.558647235
29 29 Hepburn Pyrenees 9.332011164

9.331721164 0.0 3 Wellington 0.389588668
Moyne 0.0
30 30 Hindmarsh 0 0.0003 43 Wyndham 0.386818874
Loddon 0.0
31 31 Hobsons Bay 0.168503648 Indigo 0.168813648
0.0 34 Moonee Valley 0.368702556
32 32 Horsham
Hindmarsh -0.723882269
-0.724202269 0.0 57 Mornington Peninsula0.221130872
Golden Plains 0.0
33 33 Hume -0.261538702 Buloke -0.261208702 49 Yarra Ranges 0.195891823
0.0
34 34 Indigo 0 Latrobe 0.0 0.00034 42 Hobsons Bay 0.168503648
35 35 Kingston -0.546496294
Ballarat-0.1
-0.546146294 54 South Gippsland 0.153864292
Maroondah -0.1
36 36 Knox 1.679145583 Hume-0.3 1.679505583 24 Glen Eira 0.059657897
37 37 Latrobe -0.025122833Banyule
-0.3 -0.024752833 46 Yarriambiack 0
Ararat
-0.3
38 38 Loddon 0 0.00038 41 West Wimmera 0
Colac-Otway -0.3
39 39 Macedon Ranges 3.774369262
Greater Dandenong -0.5 3.774759262 11 Pyrenees 0
40 40 Manningham Kingston
-3.733661346 -0.5 -3.733261346 71 Moyne 0
Whitehorse-0.6
41 41 Mansfield 12.62112916 12.62153916 1 Loddon 0
East Gippsland
-0.7
42 42 Maribyrnong 0.620610838
Horsham
-0.7 0.621030838 27 Indigo 0
43 43 Maroondah Frankston
-0.106138212 -0.8 -0.105708212 48 Hindmarsh 0
Greater Shepparton
-0.9
44 44 Melbourne 0.72604717 0.72648717 26 Golden Plains 0
Swan
-1.2 Hill
45 45 Melton 1.869364453
-1.2Coast 1.869814453
Bass 21 Buloke 0
46 46 Mildura -1.6Mildura -1.563621548

-1.564081548 62 Latrobe -0.025122833
Stonnington
-1.8
47 47 Mitchell 5.865570024 5.866040024 8 Ballarat -0.077718368
-1.9Wodonga
48 48 Moira -10.91390272
Greater
-1.9 Bendigo -10.91342272 79 Maroondah -0.106138212
49 49 Monash -2.0 Monash -1.965857741

-1.966347741 66 Hume -0.261538702
-2.2 Port Phillip
50 50 Moonee Valley 0.368702556 0.369202556 31 Banyule -0.284195894
-3.0 Moreland
51 51 Moorabool -3.3 6.735464738
Boroondara 6.735974738 6 Ararat -0.312376044
52 52 Moreland -3.6 -2.996052138 Benalla -2.995532138 68 Colac-Otway -0.321577949

-3.7 Manningham
53 53 Mornington Peninsula 0.221130872 0.221660872 32 Greater Dandenong -0.54407134
-3.8 Darebin
54 54 Mount Alexander -5.1 -9.400593137
Queenscliffe -9.400053137 77 Kingston -0.546496294
55 55 Moyne -5.8 Strathbogie

0 0.00055 40 Whitehorse -0.559901381
-6.2 Brimbank
56 56 Murrindindi 3.788409901 3.788969901 10 East Gippsland -0.707978854
-6.6 Yarra
57 57 Nillumbik -9.4 Mount Alexander 0.559217235
0.558647235 28 Horsham -0.724202269
58 58 Northern Grampians -10.6 1.709289057Towong 1.709869057 23 Frankston -0.783118176

-10.9 Moira
59 59 Port Phillip -2.238613325 -2.238023325 67 Greater Shepparton -0.873017447
60 60 Pyrenees 0 0.0006 39 Swan Hill -1.169875616
61 61 Queenscliffe -5.069288289 -5.068678289 73 Bass Coast -1.195312797

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AGENDA

ORDINARY MEETING OF THE

HORSHAM RURAL CITY COUNCIL

Meeting Date: 19 February 2018 Page 1

COUNCILLORS are respectfully requested to attend the Ordinary Meeting of the

1. READING OF PRAYER AND THE ACKNOWLEDGEMENT OF COUNTRY STATEMENT ......... 4

8. OTHER REPORTS ............................................................................................................... 8

Meeting Date: 19 February 2018 Page 2

10.3 DIRECTOR OF PLANNING AND ECONOMIC ...................................................................................... 20

11. URGENT BUSINESS .......................................................................................................... 42

Meeting Date: 19 February 2018 Page 3

1. READING OF PRAYER AND THE ACKNOWLEDGEMENT OF

2. WELCOME TO DISTINGUISHED GUESTS OR PERSONS IN THE

3. APOLOGIES AND REQUEST FOR LEAVE OF ABSENCE

4. CONFIRMATION OF MINUTES AND SIGNING THEREOF

5. DISCLOSURE OF INTEREST AND DECLARATIONS OF CONFLICT

(i) a direct interest under 77B; or

Section 78 – close association

(c) describing the nature of the interest; and

Meeting Date: 19 February 2018 Page 4

Meeting Date: 19 February 2018 Page 5

6. PUBLIC QUESTION TIME

Meeting Date: 19 February 2018 Page 6

7.1 RESUMPTION OF DEBATE ON THE MOTIONS FROM PREVIOUS MEETING

7.2 RECEPTION AND READING OF PETITIONS, MEMORIALS, JOINT LETTERS AND

Refer to Appendix “7.2A” for copy of petition.

Acting Chief Executive Officer’s Comments

A petition or joint letter presented to the Council will be tabled without

7.3 MOTIONS OF WHICH PREVIOUS NOTICE HAS BEEN GIVEN

7.4 COUNCILLORS QUESTIONS WITH NOTICE

7.5 ORDERS OF THE DAY

Meeting Date: 19 February 2018 Page 7

8.1 ASSEMBLY OF COUNCILLORS – RECORD OF MEETINGS

Refer to Appendix “8.1A”.

That Council note the Assembly of Councillors’ – Record of Meetings.

8.2 SEALING OF DOCUMENTS

8.3 INWARD CORRESPONDENCE

Meeting Date: 19 February 2018 Page 8

8.4 COUNCIL COMMITTEE MINUTES

8.4.1 Sunnyside Park Advisory Committee meeting held on Wednesday, 11

8.4.2 Dudley Cornell Advisory Committee meeting held on Thursday, 26 October,

8.4.3 Horsham Sports and Recreation Advisory Committee meeting held on

8.4.4 Horsham Racecourse Reserve Advisory Committee meeting held on

Refer to Appendix “8.4A” for copy of minutes.

Meeting Date: 19 February 2018 Page 9

Meeting Date: 19 February 2018 Page 10

10. OFFICERS REPORTS

10.1 ACTING CHIEF EXECUTIVE

Other regional cities of Bendigo, Geelong, Warrnambool and Wodonga currently

Meeting Date: 19 February 2018 Page 11

The issues highlighted were:

• Confusion for customers who were uncertain which businesses were or

Meeting Date: 19 February 2018 Page 12

HORSHAM AND DISTRICT RACING CLUB:

These issues were:

Meeting Date: 19 February 2018 Page 13

Links To Council Plans, Strategies, Policies

Goal 1 – Community and Cultural Development

Provided for information of Council.