1. This document discusses employment self-sufficiency and contains strategies to improve it. It notes the average US commute is 28 minutes while the OECD average is 37 minutes.
2. It advocates bringing jobs to people through more employment infrastructure in new activity centers, though questions remain around the types and amounts of jobs as well as infrastructure responsibilities.
3. The document recommends state and local governments set employment targets and priorities development while developers focus on maximizing retail jobs within their means and centers' maturity levels.
Vision based stratgy for activity centre performance 1.0Pracsys
This document discusses a new performance-based approach to activity centre planning. The key aspects of this approach are:
1) It is oriented towards defining and measuring success, or performance goals, for the activity centre based on factors like user mix, function, and scale.
2) It considers how changes in users, functions, and scale will impact the activity centre context and what solutions might be needed to respond to those impacts.
3) Specific metrics like intensity, diversity, employment, accessibility, and urban form are proposed for measuring the actual performance of the activity centre over time.
4) The goal is to use performance metrics to support better decision making about activity centre development and define what transport solutions will
This document discusses a performance measurement toolkit for activity centers. It aims to help plan vibrant centers that do not all compete for the same retail catchment. The toolkit measures centers across metrics like intensity, diversity, employment, accessibility, urban quality, amenity, mobility and safety. It is intended to assist moving away from retail caps and is used in strategic planning. Mobile apps can collect public feedback on centers to help match investment to user experience. The overall goal is to make centers more sustainable, active and successful places.
Presentation by Anna Kiersztyn (University of Warsaw, Institute of Sociology) on the occasion of the EESC LMO conference on "Typical and atypical work contracts - advantages and disadvantages from the labour market perspective" in Warsaw, Poland, on 8/9 April 2013.
Dr. Aboubakr Abdeen Badawi presented on the link between career guidance, labour market efficiency, quality of vocational training, democracy, and migration in Europe and the Middle East/North Africa (MENA) region. He discussed how Europe faces an aging population and needs migrant workers, while MENA has a youthful population and lack of jobs, leading to migration pressures. Career guidance can help individuals make informed education, training, and career choices, and support regional development strategies. Greater cooperation between Europe and MENA is needed to address their shared challenges through a "win-win" approach of career guidance.
PT Kereta Api Indonesia (Persero) or PT KAI is the state-owned railway company in Indonesia. PT KAI serves local and inter-city transportation across Java and Sumatra islands. Its vision is to become the best railways service provider focusing on customer service and fulfilling stakeholder expectations. Its mission is to conduct railway business and support business through safety, on-time performance, service, and convenience. In 2005-2010, PT KAI faced internal issues like low on-time performance, many accidents, outdated infrastructure, and an aging workforce with low education levels. To address these problems and realize its vision, PT KAI implemented an 8-stage change management process including establishing urgency, building coalition, developing
The document summarizes PT KAI's change management efforts from 2005-2010. It discusses PT KAI's vision, mission, and key internal problems during that period such as low on-time performance and many accidents. It also analyzes PT KAI's external environment and internal conditions. The document then outlines PT KAI's implementation of John Kotter's 8 stages of leading change model, including establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, and empowering broad-based action. The overall goal was to improve PT KAI's performance on its four pillars of safety, on-time arrival, service, and convenience to better achieve its vision and meet stakeholder expectations.
DCD Census Key findings Australia 2011-2012Anixter
The document summarizes the key findings of a data center industry census conducted in Australasia in 2011. It profiles the individuals who completed the census, including their job functions, experience levels, and responsibilities related to data centers. It also profiles the organizations represented in the census in terms of sectors, sizes, and annual turnovers. Additionally, it provides information on the characteristics of data center infrastructure operated by the organizations sampled, such as the number of data centers and amount of dedicated space per organization. The document is intended to report the aggregate results of the census survey.
The document analyzes responses from a questionnaire given to Bruneian job seekers. It finds that respondents prefer working in the government sector rather than the private sector, both in the short term and long term. The top reasons for preferring the government sector included benefits, payment, and job security. The document recommends that job seekers not be too choosy and that both sectors take actions to increase employment of locals.
Vision based stratgy for activity centre performance 1.0Pracsys
This document discusses a new performance-based approach to activity centre planning. The key aspects of this approach are:
1) It is oriented towards defining and measuring success, or performance goals, for the activity centre based on factors like user mix, function, and scale.
2) It considers how changes in users, functions, and scale will impact the activity centre context and what solutions might be needed to respond to those impacts.
3) Specific metrics like intensity, diversity, employment, accessibility, and urban form are proposed for measuring the actual performance of the activity centre over time.
4) The goal is to use performance metrics to support better decision making about activity centre development and define what transport solutions will
This document discusses a performance measurement toolkit for activity centers. It aims to help plan vibrant centers that do not all compete for the same retail catchment. The toolkit measures centers across metrics like intensity, diversity, employment, accessibility, urban quality, amenity, mobility and safety. It is intended to assist moving away from retail caps and is used in strategic planning. Mobile apps can collect public feedback on centers to help match investment to user experience. The overall goal is to make centers more sustainable, active and successful places.
Presentation by Anna Kiersztyn (University of Warsaw, Institute of Sociology) on the occasion of the EESC LMO conference on "Typical and atypical work contracts - advantages and disadvantages from the labour market perspective" in Warsaw, Poland, on 8/9 April 2013.
Dr. Aboubakr Abdeen Badawi presented on the link between career guidance, labour market efficiency, quality of vocational training, democracy, and migration in Europe and the Middle East/North Africa (MENA) region. He discussed how Europe faces an aging population and needs migrant workers, while MENA has a youthful population and lack of jobs, leading to migration pressures. Career guidance can help individuals make informed education, training, and career choices, and support regional development strategies. Greater cooperation between Europe and MENA is needed to address their shared challenges through a "win-win" approach of career guidance.
PT Kereta Api Indonesia (Persero) or PT KAI is the state-owned railway company in Indonesia. PT KAI serves local and inter-city transportation across Java and Sumatra islands. Its vision is to become the best railways service provider focusing on customer service and fulfilling stakeholder expectations. Its mission is to conduct railway business and support business through safety, on-time performance, service, and convenience. In 2005-2010, PT KAI faced internal issues like low on-time performance, many accidents, outdated infrastructure, and an aging workforce with low education levels. To address these problems and realize its vision, PT KAI implemented an 8-stage change management process including establishing urgency, building coalition, developing
The document summarizes PT KAI's change management efforts from 2005-2010. It discusses PT KAI's vision, mission, and key internal problems during that period such as low on-time performance and many accidents. It also analyzes PT KAI's external environment and internal conditions. The document then outlines PT KAI's implementation of John Kotter's 8 stages of leading change model, including establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, and empowering broad-based action. The overall goal was to improve PT KAI's performance on its four pillars of safety, on-time arrival, service, and convenience to better achieve its vision and meet stakeholder expectations.
DCD Census Key findings Australia 2011-2012Anixter
The document summarizes the key findings of a data center industry census conducted in Australasia in 2011. It profiles the individuals who completed the census, including their job functions, experience levels, and responsibilities related to data centers. It also profiles the organizations represented in the census in terms of sectors, sizes, and annual turnovers. Additionally, it provides information on the characteristics of data center infrastructure operated by the organizations sampled, such as the number of data centers and amount of dedicated space per organization. The document is intended to report the aggregate results of the census survey.
The document analyzes responses from a questionnaire given to Bruneian job seekers. It finds that respondents prefer working in the government sector rather than the private sector, both in the short term and long term. The top reasons for preferring the government sector included benefits, payment, and job security. The document recommends that job seekers not be too choosy and that both sectors take actions to increase employment of locals.
This document discusses an activity centre performance measurement toolkit. It includes eight criteria and metrics for measuring the performance of main streets and activity centers. Examples are provided of assessments done of main streets in Sydney, St Kilda, Brunswick and Sunshine. The metrics measure economic sustainability, urban form, activity intensity, diversity, employment, accessibility, urban quality, amenity, mobility and safety. The assessments are intended to help various stakeholders like planners, local governments, property owners and precinct associations make better informed decisions to improve center performance and success. Consistent measurement of centers over time can help identify issues, priorities for investment and track impacts of plans and projects.
The document outlines an evidence-based decision making process for regional planning that involves defining problems, identifying options, implementing initiatives, and assessing impacts based on collected data and metrics. It discusses establishing criteria and standards for performance measurement as well as verifying data through consultation with experts to support decision making. The process is demonstrated through a case study examining water supply and economic development opportunities in a particular region.
The document discusses economic and employment trends in Western Australia's South-West region based on census and other data. It finds that the top industries between 2006-2011 were school education, cafes/restaurants, and supermarkets. Employment grew significantly in non-ferrous metal manufacturing and construction. The region is becoming less reliant on agriculture and more knowledge-based. Key to future growth is leveraging local competitive advantages and infrastructure to attract jobs and investment.
1) The document discusses an alternate approach to activity centre planning that focuses on measuring outcomes rather than controlling inputs.
2) It proposes measuring centres based on principles like diversity, intensity, employment, accessibility, mobility, urban quality, amenity, and safety.
3) Specific metrics are provided for each principle, such as jobs per hectare for employment intensity and the proportion of non-retail jobs for diversity.
Evidence-based decision making uses data and evidence to inform planning decisions rather than relying solely on tradition or defending the status quo. While recognition of the need for evidence-based approaches is growing, structures to support it are still being developed. True evidence-based decision making requires dynamic and flexible governance along with successful implementation through a focus on ongoing planning rather than static plans.
This document discusses using a systems-based approach to strategic planning and decision making for towns. It emphasizes understanding trends, systems and context, defining a clear vision and goals, identifying leverage points to influence systems, assessing impacts of interventions, and using governance and feedback to achieve the vision. The physical layout and urban form of a town represents past trends but can be reshaped through productive change that takes advantage of opportunities while building long-term resilience. Success depends on understanding what you can influence within ever-changing environments and choosing interventions focused on systems rather than just trends.
This document introduces a toolkit for measuring activity centre performance using metrics related to economic sustainability and urban form. The toolkit is intended to provide an evidence-based framework for decision-making around activity centre planning and development. It outlines key principles for centre success, such as activity diversity and intensity, employment quality, and accessibility. Metrics are proposed to measure each principle based on data availability, with the goal of objectively assessing centre performance, identifying issues, and guiding improvements. The toolkit aims to streamline planning processes and promote more balanced, sustainable development of activity centres.
A presentation for the Peel Regional Leaders Forum emphasising the need for a strategic 'regional' approach to economic development. The context may change, but the principles are the same for all regional economies.
The document discusses how sub-regional employment targets from Directions 2031 relate to local governments and activity centers. It addresses how to practically use the projections to develop strategies and assess progression from targets to strategy development. Key points include identifying strategy components post-Directions 2031, the relationship between economic drivers, land use planning, and users. It emphasizes that activity centers are the functional economic units and any understanding of the economy must begin with how centers act individually and as networks. Local strategies and structure plans should define employment locations and targets for centers consistent with sub-regional targets.
This document discusses two models for evaluating and allocating employment in metropolitan areas:
1. The Melbourne Employment Allocation Model (MEAM) allocates population-driven and strategic jobs to local government areas and activity centers based on factors like existing employment, infrastructure, and transport capacity. It provides outputs like projected job numbers and land needs for individual centers.
2. The Integrated Destination Economic Activity Model (IDEAM) evaluates the sustainability of individual centers based on metrics in areas like intensity, diversity, employment, and accessibility. It scores and compares centers to targets defined by their place in the activity center hierarchy. The goal is to identify improvement needs to move centers up the hierarchy.
The document discusses adapting retail centres in Perth, Australia to become more diverse "activity centres" in accordance with the Directions 2031 plan. It provides guidelines for activity centres, including increasing non-retail floorspace and residential density over time. Metrics are given for the minimum percentages of non-retail floorspace and numbers of dwellings expected within different types of activity centres in the hierarchy, from Perth Capital City down to Neighbourhood centres. Owners are encouraged to start planning to meet these targets to transition centres from primarily retail to more mixed-use activity centres.
This document discusses the policy implications of Directions 2031 and the Activity Centres Policy for local governments. It covers several topics related to activity centres including centre context, activity, urban form, resource conservation, and implementation. Metrics for evaluating activity centre performance related to employment, retail space, and population are provided. Tips are given for local governments on updating policies and plans to align with the state government's activity centres framework.
Michael Chappell is the director of Pracsys Economics. He discusses the impact of the global financial crisis on local property markets. The key points are that property, equity, and commodity bubbles burst simultaneously, leading to a deep and quick economic decline. Unemployment is expected to rise to over 8% and further falls in property prices of 10% or more are anticipated in 2009 due to unemployment. On the positive side, Australia has strong population growth and will eventually see supply catch up to demand after 2012.
The document provides an economic outlook and update from November 2009 by Michael Chappell, director of Pracsys Economics. It summarizes that the global economic recovery will be uneven, with Western Australia in a better position than most due to rising commodity prices and demand from Asia. However, the residential property market and retail sector remain weak. The city of Joondalup is advised to pursue strategic infrastructure investments to diversify its economy and attract knowledge-based industries. Key long-term trends discussed include the need for cities to ensure food and water security, transition to renewable energy sources, and plan transportation around dense urban centers.
Ceda Sustainability What It Means For Our CitiesPracsys
The document discusses the importance and challenges of cities in achieving sustainability. It notes that cities are increasingly critical to economic prosperity but face issues regarding productivity, sustainability, and quality of life due to factors like urban sprawl, population growth, and demands on resources. Achieving sustainability will require coordinated efforts across areas like transportation, energy, water, and food systems through innovations that encourage dense, connected urban development and diversified, local and renewable sources.
Australian Shopping Centres: Development Opportunities Arising from Policy Re...Pracsys
This presentation shows the implications for the diversification of activity at traditional shopping centre sites arising from policy reforms for activity centres in Perth, Western Australia
This document discusses an activity centre performance measurement toolkit. It includes eight criteria and metrics for measuring the performance of main streets and activity centers. Examples are provided of assessments done of main streets in Sydney, St Kilda, Brunswick and Sunshine. The metrics measure economic sustainability, urban form, activity intensity, diversity, employment, accessibility, urban quality, amenity, mobility and safety. The assessments are intended to help various stakeholders like planners, local governments, property owners and precinct associations make better informed decisions to improve center performance and success. Consistent measurement of centers over time can help identify issues, priorities for investment and track impacts of plans and projects.
The document outlines an evidence-based decision making process for regional planning that involves defining problems, identifying options, implementing initiatives, and assessing impacts based on collected data and metrics. It discusses establishing criteria and standards for performance measurement as well as verifying data through consultation with experts to support decision making. The process is demonstrated through a case study examining water supply and economic development opportunities in a particular region.
The document discusses economic and employment trends in Western Australia's South-West region based on census and other data. It finds that the top industries between 2006-2011 were school education, cafes/restaurants, and supermarkets. Employment grew significantly in non-ferrous metal manufacturing and construction. The region is becoming less reliant on agriculture and more knowledge-based. Key to future growth is leveraging local competitive advantages and infrastructure to attract jobs and investment.
1) The document discusses an alternate approach to activity centre planning that focuses on measuring outcomes rather than controlling inputs.
2) It proposes measuring centres based on principles like diversity, intensity, employment, accessibility, mobility, urban quality, amenity, and safety.
3) Specific metrics are provided for each principle, such as jobs per hectare for employment intensity and the proportion of non-retail jobs for diversity.
Evidence-based decision making uses data and evidence to inform planning decisions rather than relying solely on tradition or defending the status quo. While recognition of the need for evidence-based approaches is growing, structures to support it are still being developed. True evidence-based decision making requires dynamic and flexible governance along with successful implementation through a focus on ongoing planning rather than static plans.
This document discusses using a systems-based approach to strategic planning and decision making for towns. It emphasizes understanding trends, systems and context, defining a clear vision and goals, identifying leverage points to influence systems, assessing impacts of interventions, and using governance and feedback to achieve the vision. The physical layout and urban form of a town represents past trends but can be reshaped through productive change that takes advantage of opportunities while building long-term resilience. Success depends on understanding what you can influence within ever-changing environments and choosing interventions focused on systems rather than just trends.
This document introduces a toolkit for measuring activity centre performance using metrics related to economic sustainability and urban form. The toolkit is intended to provide an evidence-based framework for decision-making around activity centre planning and development. It outlines key principles for centre success, such as activity diversity and intensity, employment quality, and accessibility. Metrics are proposed to measure each principle based on data availability, with the goal of objectively assessing centre performance, identifying issues, and guiding improvements. The toolkit aims to streamline planning processes and promote more balanced, sustainable development of activity centres.
A presentation for the Peel Regional Leaders Forum emphasising the need for a strategic 'regional' approach to economic development. The context may change, but the principles are the same for all regional economies.
The document discusses how sub-regional employment targets from Directions 2031 relate to local governments and activity centers. It addresses how to practically use the projections to develop strategies and assess progression from targets to strategy development. Key points include identifying strategy components post-Directions 2031, the relationship between economic drivers, land use planning, and users. It emphasizes that activity centers are the functional economic units and any understanding of the economy must begin with how centers act individually and as networks. Local strategies and structure plans should define employment locations and targets for centers consistent with sub-regional targets.
This document discusses two models for evaluating and allocating employment in metropolitan areas:
1. The Melbourne Employment Allocation Model (MEAM) allocates population-driven and strategic jobs to local government areas and activity centers based on factors like existing employment, infrastructure, and transport capacity. It provides outputs like projected job numbers and land needs for individual centers.
2. The Integrated Destination Economic Activity Model (IDEAM) evaluates the sustainability of individual centers based on metrics in areas like intensity, diversity, employment, and accessibility. It scores and compares centers to targets defined by their place in the activity center hierarchy. The goal is to identify improvement needs to move centers up the hierarchy.
The document discusses adapting retail centres in Perth, Australia to become more diverse "activity centres" in accordance with the Directions 2031 plan. It provides guidelines for activity centres, including increasing non-retail floorspace and residential density over time. Metrics are given for the minimum percentages of non-retail floorspace and numbers of dwellings expected within different types of activity centres in the hierarchy, from Perth Capital City down to Neighbourhood centres. Owners are encouraged to start planning to meet these targets to transition centres from primarily retail to more mixed-use activity centres.
This document discusses the policy implications of Directions 2031 and the Activity Centres Policy for local governments. It covers several topics related to activity centres including centre context, activity, urban form, resource conservation, and implementation. Metrics for evaluating activity centre performance related to employment, retail space, and population are provided. Tips are given for local governments on updating policies and plans to align with the state government's activity centres framework.
Michael Chappell is the director of Pracsys Economics. He discusses the impact of the global financial crisis on local property markets. The key points are that property, equity, and commodity bubbles burst simultaneously, leading to a deep and quick economic decline. Unemployment is expected to rise to over 8% and further falls in property prices of 10% or more are anticipated in 2009 due to unemployment. On the positive side, Australia has strong population growth and will eventually see supply catch up to demand after 2012.
The document provides an economic outlook and update from November 2009 by Michael Chappell, director of Pracsys Economics. It summarizes that the global economic recovery will be uneven, with Western Australia in a better position than most due to rising commodity prices and demand from Asia. However, the residential property market and retail sector remain weak. The city of Joondalup is advised to pursue strategic infrastructure investments to diversify its economy and attract knowledge-based industries. Key long-term trends discussed include the need for cities to ensure food and water security, transition to renewable energy sources, and plan transportation around dense urban centers.
Ceda Sustainability What It Means For Our CitiesPracsys
The document discusses the importance and challenges of cities in achieving sustainability. It notes that cities are increasingly critical to economic prosperity but face issues regarding productivity, sustainability, and quality of life due to factors like urban sprawl, population growth, and demands on resources. Achieving sustainability will require coordinated efforts across areas like transportation, energy, water, and food systems through innovations that encourage dense, connected urban development and diversified, local and renewable sources.
Australian Shopping Centres: Development Opportunities Arising from Policy Re...Pracsys
This presentation shows the implications for the diversification of activity at traditional shopping centre sites arising from policy reforms for activity centres in Perth, Western Australia
4. Commuting for Work
40
Show of hands 35
Average about 28 mins 30
Average communting times
25
(Minutes)
20
15
10
5
0
5. International Situation
40.0
Average Commute Time (Minutes)
US average about 28 mins 35.0
30.0
OECD average 37 mins 25.0
20.0
15.0
10.0
5.0
-
6. The Tipping Point
Travel times don’t increase indefinitely
Most cities are around 30 mins
Why don’t they just keep increasing?
Like most things, its about economics
7. Our urban structure
Has the residents on the outside and the jobs on the
inside
Has the ‘high quality’ jobs in a handful of places
(greater CBD, airport, universities, Henderson)
Is putting job-enabling infrastructure in these places
– reinforcing the status quo
8. Strategies
Bring the people to the Jobs
Increased infill in the
central sub-region
Increased public transport
infrastructure
Bring the jobs to the people
More employment
infrastructure to new
activity centres on the
fringe
9. Bring the Jobs to the People
D2031 advocates this approach, but some questions
arise:
How many jobs?
What types of jobs?
What infrastructure do these jobs require?
Who is responsible for providing the infrastructure?
10. In NW corridor between 2006 and
2011:
New population 43,868
New workforce 24,127
Joondalup AC – 2,590
New Jobs 14,100
Wangara AC – 4,236
Jobs gap 10,000
ESS went from 42% to 43% (target 60%)
13. Employment Self Containment
Goodness of fit between local jobs and local labour
force
What we are actually trying to achieve is increased
ESC
14. ESS and ESC – The Relationship
Wanneroo
ESC is strongly 50%
40%
correlated with ESS 30%
20%
2006
10% 2011
An increase in ESS 0%
ESS ESC
does not imply an
Kalamunda
increase in ESC, and 50%
vice versa 40%
30%
2006
20%
Because ESC is sticky 10%
0%
2011
ESS ESC
17. State government should
Set employment targets for different centre types
Balance targets to achieve sub-regional ESS
Coordinate job-creating BIG infrastructure, involving
Commonwealth
18. Local government should
Address employment directly in commercial
strategies
Prioritise development of high-potential employment
centres
Address local access issues
20. Say yes to
Maximising centre-based retail/consumer service
employment
Understand the maturity of your centre
Endorsed employment number targets for each
centre type
Local employment infrastructure issues being taken
into account
21. Say no to
Inappropriate use of regional terms and metrics to
individual centres
Excessive, unachievable employment expectations
on shopping centres
22. Final Thought
Contrary to popular belief, the economy does not
exist to provide jobs
The economy exists to create and distribute goods
and services
The chances of individual activity centre owners
being able to provide jobs on the fringe beyond retail
and other basic population driven activity are
virtually nil
Editor's Notes
Who commutes less that 15 minutes each day to work15 mins to 20 mins25 to 30 minsMore than 30 minsWho work in the city?
Travel times don’t increase indefinitely. Studies have shown that average commute times across cities tends to cluster around 30mins. In Perth, we’re not quite at the point yet.But there comes a point when the average commute time will approach or exceed 30mins and the journey to work for many becomes too onerous. At this point residents will either Look to to trade off the benefits of fringe living, in order to be closer to workLook to access employment closer to there place of residenceLook to change their working arrangements (Work alternative hours or work from home)Therefore residential densification around current employment nodes or creation of new employment nodes are market responses to contain or reduce high commute cost. This doesn’t mean that there is going to be a huge shift to building high rise at existing inner/middle ring employment nodes; or huge employment infrastructure investment in outer ring nodes, because land is just too cheap to develop on the fringe – and difference between affordable housing and affordable living is not that significantBut the situation is changing – see the increase in public transport investment – but its just a drop in the bucket.
These are big metropolitan scale questions requiring big logical planning systems with proper measures and targets built in.D2031 gives us employment self sufficiency targets but not much else.
ESS measures the quantity of jobs available in a given area as a proportion of that area’s labour force.Whether or not “employment self-sufficiency” can be achieved in practice depends on the level of geography.
Employment self-sufficiency (ESS) is a metric that is without doubt a useful planning tool, but nonetheless cannot be turned to every task.While our employment targets are express in term as ESS, the outcome we’re actually trying to achieve is an improvement in employment self containment.Employment Self Containment is the proportion of local labour force who live and work locally.
Further, while Employment Self Containment is strongly correlated with Employment Self Sufficiency, an increase in ESS doesn’t not necessarily translate to an increase in ESC, there are always outliers that reflect specific employment challenges.ESC is sticky. Generally, improving ESC requires better qualitative matching between skills, aspirations and job type, as well as improvement in ESS.Achieving employment self containment at a small geographic area is difficult for a number of reasonsIncreasing complexity of householdsIncreasing employment specialisation (inverse relationship between knowledge intensity and employment self containment)Increasing we travel for many reasons other than workMost LGAs do not represent an economic regionSo why don’t we set employment self containment targets.Forecasting changes to employment self containment is much more difficult because various factors influence the level of employment self containment.
This is a valid measure at the sub-regional level as it provides a good baseline indicator of economic sustainability. It helps answer questions about whether a population can be sustainably supported in the long-term. Where ESS falls down is when it is applied to individual developments.