The Hume Economic Development Strategy 2030
HUME CITY COUNCIL THE HUME ECONOMIC DEVELOPMENT STRATEGY 2030 www.hume.vic.gov.au
CONTENTS
FOREWORD 4
THE ECONOMIC DEVELOPMENT CONTEXT 6
THE HUME CITY CONTEXT 7
COUNCIL’S ROLE IN ECONOMIC DEVELOPMENT 26
STRATEGIC FRAMEWORK 28
STRATEGIC GOALS 30
1. POSITION AND PROMOTE HUME AS A PLACE FOR 30 BUSINESS TO PROSPER 2. PARTNER TO BUILD AND MAINTAIN A GLOBALLY 31 COMPETITIVE ECONOMIC INFRASTRUCTURE 3. SUPPORT INDUSTRIES AND ENTERPRISES TO PROSPER 32 AND DEVELOP SUSTAINABLY
4. STRENGTHEN COUNCIL’S CAPACITY TO LEAD ECONOMIC 33 DEVELOPMENT IN HUME (PARTNERSHIP AND STEWARDSHIP)
INDICATORS AND MONITORING 34
COMMUNICATION & REPORTING 35
HUME CITY COUNCIL ECONOMIC DEVELOPMENT STRATEGY 2030 3
FOREWORD The Hume Economic Development Strategy The City has many locational attributes. It is 2030 reflects the important and growing role home to a wealth of innovative companies, is of Hume as a business and employment hub in experiencing significant population and business Melbourne’s North, providing 3% of Victoria’s growth, has strong transport infrastructure, a rich GDP. This strategy also reflects the ongoing multicultural heritage, high quality employment structural change in the global and Australian land stocks, hosts Melbourne Airport and includes economy and the impact this has on Hume as an the Broadmeadows Activities Area. The latter is economy in transition along with the challenges undergoing significant revitalisation as part of its and opportunities this presents. Strong leadership evolution into the ‘Capital of the North’. and broad objective vision is required by Hume Council is strongly committed to positioning City Council to provide stewardship during this Hume as a place for business to prosper, complex period in economic history. directing the necessary infrastructure to support Hume has a long association with traditional business, assisting businesses to become more manufacturing supported by migrant labour environmentally sustainable and providing with many iconic Australian producers featured leadership that supports new investment. strongly. In recent years, due to global Accordingly this Strategy guides Council’s restructuring, traditional manufacturing has economic development activities. Along with experienced decline as cheaper overseas labour the Hume Municipal Strategic Statement, the and inputs have turned business models upside Pathways to Sustainability: an Environmental down. However, other industry sectors are taking Framework, the Learning Together 2030 Strategy on a more important role as Hume’s economy and the Social Justice Charter, it supports the continues to diversify and adapt. For example, Council Plan 2009 – 2013, and the Hume City aero-engineering, health services, transport Plan 2030, (2009 Update). and logistics, and skilled trades are increasingly generating wealth. The need to respond to declining natural resources is also driving business change.
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The Hume City Plan 2030, (2009 Update) provides In addition, the Council Plan 2009-2013, 2011 a vision for the prosperity of the City and the Action Update stresses the need to; Economy as follows; •• Provide a supportive environment to sustain and PROSPERITY OF THE CITY expand existing businesses, •• Attract a diversified range of new business Hume will be a strong, diversified thriving business investment, and centre of northern Melbourne. This can be achieved •• Create opportunities for residents to take up by the provision of effective infrastructure networks, local employment opportunities. attracting significant and emerging industries, promoting business investment, while supporting It is in this context that The Hume Economic existing industries and enabling residents to take up Development Strategy 2030 has been developed, a range of employment opportunities. along with a supporting Action Plan to help achieve the vision and objectives of a thriving and ECONOMY prosperous city. Action Plans will be developed A thriving and prosperous community can be every 4 years to align to the Council Plan, enabling achieved through strong economic growth, creating development and achievement of shorter term diversified local employment opportunities across actions that respond to emerging economic and a breadth of industry sectors and reducing the community stimulus, while continuing to support need for extended travel. Providing a proactive the long term goals of The Hume Economic and supportive environment to sustain and expand Development Strategy 2030. In this way The Hume existing businesses in Hume will attract a diversified Economic Development Strategy 2030 complements range of new business investment and create the Hume City Plan 2030 and supports the opportunities for residents in Hume to take up expressed ambitions for the prosperity of the City. employment in these businesses.
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THE ECONOMIC DEVELOPMENT CONTEXT
Economic development is a service that councils all over Australia provide to their constituencies. The function is enshrined within the Victorian Local Case Study - Business Efficiency Network Government Act as a core activity.
“Economic Development is a sustainable Council’s Business Efficiency Network increase in living standards that delivers (BEN) helps Hume businesses to increased income, better education and health embrace environmentally sustainable as well as environmental protection. Economic practices to reduce their carbon Development actions that deliver benefits for the footprints, save money through local community can be undertaken by dedicated efficiencies and network with each organisations, specific individuals or the wider other. The BEN is focused on the community. The role of those responsible for following objectives: 1/ Create low Economic Development is to seek out new carbon businesses, 2/ Stimulate a economic opportunities whilst retaining their diverse economy, 3/ Support and existing business wealth. Economic Development, promote innovation and 4/ Provide a regardless of the size and budget of the Council wide scope of opportunities to support is about the best use of available resources. This business learning. BEN activities focus may result in the attraction of multi-million dollar on energy, water and waste reductions. industry precincts following years of planning and Hume companies, Close the Loop (CtL) investment attraction, or it could be the retention and Futuris, are regular members and of an employment position at the local hardware through this forum their relationship shop. There is often intense competition built up to the point where in 2011 they between communities and states competition entered into a joint venture to take for new Economic Development projects and plastic waste from industry in Hume opportunities. and convert it into a range of useful Economic Development initiatives, regardless of profiles and products (i.e. bollards, their size or complexity ensure these opportunities retaining walls, street furniture). The are realised.”1 Of note, it has a triple bottom line joint venture provides focus: a significant growth opportunity for the existing eWood business started by CtL 8 years ago.
1 ‘Incorporating Economic Development into Local Government Planning’, Queensland Government Department of State Development and Trade, Local Government Associa- tion of Queensland December 2006, Page 1.
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THE HUME CITY CONTEXT
Developing an economic strategy to 2030 requires The northern Melbourne economy is evolving from an understanding of the present day situation a traditional manufacturing past to a knowledge and challenges, as well as guidance for the future economy future that includes retention of high-tech development of the economy. The context which manufacturing. Small to medium size enterprises provides this basis for future planning for Hume’s (SME’s) are particularly vulnerable in times of economy is detailed here, and provides an important transition and economic uncertainty. understanding of the contemporary issues being The region’s population encompasses many cultures faced in the economy with particular relevance to and offers a workforce with an increasing level of Hume City. It is this contemporary analysis which skills and qualifications. Diversity and creativity helps shape The Hume Economic Development feature strongly in the inner areas, some of which Strategy 2030. are noted for their arts and entertainment offerings, PART OF MELBOURNE’S NORTH while the outer areas are increasingly home to both business and residential development.
Hume is part of Melbourne’s North – an integrated A major challenge for Hume is the distance travelled regional economy, stretching from the inner middle to work. The ‘Melbourne’s North – The New suburbs to the semi-rural outer metropolitan fringe. Knowledge Economy’ Report (2009) highlighted The region features excellent road, rail, freight the great disparity between inner and outer parts of and public transport infrastructure, notable for Melbourne in the distance travelled to work and the the presence of Melbourne Airport and significant consequent impact of job productivity. transport hubs in the outer areas such as the multi- modal freight terminal at Somerton. The location of Hume in Melbourne’s North is shown in the following map: Different Areas, Different Images
Moreland: Funky, bohemian, arty, green, energy conscious Whittlesea
Darebin: Hume Preston Market, cultural diversity, the Arts, alternative Northcote, University precinct Nillumbik
Banyule: The medical precinct, modern Greensborough, prestigious Ivanhoe, environmental values, Calder Fwy Source – NIEIR (2009) restaurants and cafés Moreland Darebin Western Hwy Nillumbik: Banyule Professionals, lifestyle, bushland settings, the Yarra
Hume: Access and transport linkages, Yarra Melbourne Airport, gateway to Melbourne domestic and international markets, links to industry Eastern Fwy
Whittlesea: Campus style offices, sustainability, space to purpose build, responsive zoning
Yarra: City lifestyle, café culture, trendy, Nepean Fwy Princes Hwy Monash Fwy hip, riverside, professionals
Princes Fwy Port Phillip Bay
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GROWTH CORRIDOR Hume City is one of the fastest growing Hume has a strong strategic positioning at the municipalities in Australia. It is one of six crossroads of the Hume Highway (incorporating growth areas in metropolitan Melbourne with a railway corridor), Calder Highway, the Broadmeadows identified as an Activities Area Metropolitan Ring Road and the proposed future (BAA). This rapid growth is generating strong Outer Metropolitan Ring Road. Hume boasts demand for infrastructure and services. Within Melbourne Airport, the second busiest airport in Hume there are two identified municipal growth Australia for passenger movements and the pre- zones being Sunbury and Craigieburn while in eminent aviation hub for the southern part of the addition Broadmeadows is undergoing revitalisation. continent. Hume is a gateway city with strong The following map shows key aspects of these capacity for long-term growth. zones:
Hume Economic Context
kj kj HUME kj kj
kj kj kj ± kj ·[ kj kj kj 00.51 2 3 4 jk Kilometers kj kj kj kj
Activity Centres Proposed Outer Metropolitan Ring Road Industrial Zones TYPE Urban Growth Boundaries jk Central Activities Area Railway Line Comprehensive Planning Zones Airport Area kj Major Outside of the Urban Growth Area Business Zones kj Neighbourhood Local Government Boundary ·[ Specialised Urban Growth Zones
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The Victorian State Government predicts that the almost 25% were born in non-English speaking population of Melbourne will reach 5 million countries. Residents within Hume City represent by 2030, and possibly between 6-8 million by over 140 different countries with 36% of the 2050. Hume is one of the key growth areas of population speaking a language other than metropolitan Melbourne. By 2030 it is forecast English. Hume City will have expanded its population This growth area traverses the state’s major to 240,500 people. Currently almost 30% of industrial and employment region, with nearly Hume’s emerging population are 17 years and one quarter of all jobs in the north-west region younger and 8% are aged over 65 years. Those of Melbourne situated in Hume. It is therefore aged 17 and under are expected to increase by the gateway to vital international and interstate 44% from 2006 – 2031 and during this period markets, particularly in relation to high value people aged over 65 years will increase by 190%. added manufacturing exports. This brings significant challenges to the Hume Over time, Hume will continue to play a key role community. During the 2009/10 financial year, in contributing to the national economy and over 50% of youth (i.e. 16-24 year olds) were Australia’s global position, with an expectation unemployed across north-western Melbourne that employment will grow to between 90,000 (including Hume). In addition, an increasing aged and 95,000 jobs by 2030. population will bring the need for more strategic workforce planning to ensure there is a transfer Alongside economic growth, Hume has been of skills across generations. Local Government experiencing significant residential growth in has a role in helping to address these challenges. the last few decades. It is expected that the development of the growth area will result in an Hume City is composed of a richly diverse increase of 97,000 residents by 2030. community, representing many cultural, ethnic and social experiences. Approximately one third of residents were born outside of Australia, and
Case Study - Honda Australia Honda Australia - In 2009, Honda announced a consolidation of its Melbourne operations, particularly its motorcycle and power equipment division. Honda is pursuing a $50 million development at its 170-180 Hume Highway, Somerton site. Honda purchased a 12-hectare section of the former South Pacific Tyres plant. The consolidation includes a motorcycle safety training centre (i.e. the Honda Adult Rider Training facility). Honda intends to eventually house the division’s corporate headquarters, factories and warehouses. Honda plans to refurbish and extend an existing warehouse to about 20,000 square metres. It will replace Honda MPE’s head office, parts warehouse, workshop and a lawnmower factory, both in Campbellfield. Other warehouses run by third parties will also be consolidated. The development aims to achieve a five-star Green Star rating and will incorporate water harvesting and solar energy systems developed by the Honda parent company. Council worked closely with Honda and the Victorian State Government to secure appropriate planning controls for the site.
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KEY CHALLENGES FOR HUME Case Study - CSL Broadmeadows A key challenge will be to supply more affordable housing and a better range of services to support growth including In July 2010, CSL announced a $235 facilities for health and recreation, higher education and million expansion of its biopharmaceutical lifelong learning. research complex on Camp Road in The Hume Municipal Strategic Statement describes Broadmeadows. This five-year investment some of the key issues facing Hume as: into Australia’s largest biotech facility will generate 320 temporary construction jobs •• Improving access to employment for and later 200 new highly-skilled medical residents. research positions by the year 2018. • Acknowledging the strength of • The facility currently develops vaccines Broadmeadows as a Central Activities however the investment will concentrate Area and large employment generator. on supporting new research into cancer, • Improving provision and access to training • blood disorders, inflammation, infection and skills development for residents. and developing drugs for clinical trials. •• Recognising the need to encourage Lifesaving therapies may be developed at generation of new job opportunities to the facility while the Victorian Government meet the needs of a growing population is flagging its potential to help expand and that stimulate greater employment sustainability in the region, and improved access of the growing biotech industry. Hume City local residents to local jobs. Council provided CSL with written support and research to assist it with endeavours to •• Action is needed to ensure that adequate jobs are created. secure approval for the investment at the Broadmeadows location. •• Recognising the importance of Melbourne
Airport as an employment generator and hub for associated business investment.
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ECONOMIC PROFILE The Melbourne’s North - The New Knowledge Economy report identified the economic strengths / opportunities for Hume’s ABS defined ‘Statistical Local Areas’ as:
Strengths Opportunities
Broadmeadows Statistical Manufacturing Business services Local Area High-tech capacity Nonjob ready residents Employment generation Income of residents Hume Global Learning Centre & Qualifications of residents Ideas Lab Improve skills of residents Broadmeadows Neighbourhood Journey to work Renewal Project Craigieburn Statistical Manufacturing Business services Local Area Employment generation Qualifications of residents Business expansion & retention Improve skills of residents program Economic Profile Sunbury Statistical Local employment Journey to work Local Area Retail capacity High-tech capacity Agribusiness Qualifications of residents Tourism
Source: Melbourne’s North –The New Knowledge Economy (2009) / Hume City Council The diagram below depicts Hume’s three Statistical Local Areas (SLA).
Craigieburn Statistical Local Area
Sunbury Statistical Local Area
Broadmeadows Statistical Local Area
Further analysis of the labour market characteristics of these SLA’s can be found in the Melbourne’s North –The New Knowledge Economy Report (2009).
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A snapshot of the key features of the Hume economy is found below:
THEN
Headline Gross Regional Product $6,057 million (2000) Employment 65,993 people worked in Hume City (2000) Industry Largest by employment Manufacturing (22,139) (2000) Industry Largest by value added Manufacturing ($1,968 million) (2000) Estimated Resident Population 135,986 (Jun-01) Population 2.6% growth Table 1 Table Hume Economic Snapshot Unemployment 8.1%, compared to 6% in Victoria (Mar-01)
NOW Headline Gross Regional Product $7,911 million (2010), 3.0% of Victoria’s Gross State Product Employment 91,700 people work in Hume City (2010) Businesses 11,528 registered businesses (2009) Industry Largest by employment Manufacturing (22,176) (2010) Industry Largest by value added Manufacturing ($2,001 million) (2010) Industry Largest by output Manufacturing ($6,764 million) (2010) Estimated Resident Population 171,996 (Jun-10) Population 2.68% growth per annum (over 10 years) Table 2 Table Hume Economic Snapshot Unemployment 8.4%, compared to 5.1% in Victoria (Sept-11)
Source: Hume Economic Profile,http://economy.id.com.au/Default.aspx?id=216&pg=12000
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INDUSTRY SECTORS WITH STRONG •• Supervisors with a broad set of specialised skills GROWTH PROSPECTS FOR HUME •• Team leaders Manufacturing remains a key strategic industry in •• Hand welders Hume even though there has been a reduction of •• Higher level production workers 1 jobs in recent years. That said, opportunities exist for high-tech manufacturing, such as an aerospace Other industry sectors with strong growth cluster at Melbourne Airport, ‘green car’ clusters, prospects in Hume include: biotechnology associated with the region’s medical •• Retail hub and tertiary institutions, and increased food •• Building and construction cluster activity. •• Transport and storage The following manufacturing-related jobs / skills •• Finance and insurance in Melbourne’s north have strong employment •• Property and business services prospects: •• Government and defence •• Highly technical skills with problem solving • Education capabilities • •• Health and community services •• Robotics skills – more technology and automation. •• Information, communications and multimedia technology •• Engineers across a range of automotive industry disciplines. •• Entertainment, culture and recreation •• Designers. •• CAD staff. •• Product management and marketing. 1 The ‘Post GFC Swot: Melbourne’s North’ report (2011)
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AVERAGE WAGE BY INDUSTRY
Some industry sectors provide substantially higher wages and conditions for the Hume labour force compared to others. This is because they have a substantially higher ‘value add’ component (i.e. generating substantial income and profit for businesses and the Hume economy). The diagram below reveals the industry sectors that generate high wages and wealth for the Hume economy.
Source: Jobs for the Future Economy – Victoria’s Action Plan for Green Jobs (2011)
SKILLS & EDUCATION ENERGY & PEAK OIL Hume is the fourth most disadvantaged Local The price of energy continues to increase and is Government Area in Victoria according to the Socio- expected to rise significantly over the next decade Economic Indexes for Areas (SEIFA). The economic through a combination of factors including flow-on development landscape within Hume is diverse effects of the upgrade of the national electricity grid and requires specific attention to achieve economic and peak oil. Peak oil is the point at which global and social outcomes for the community due to the oil extraction peaks, then declines. It is generally high representation of low income families and agreed that this peak has either already occurred people with little training and unskilled occupations. or will occur this decade, with the Chief Economist Improved learning outcomes are a major contributor of the International Energy Agency predicting oil to reducing social disadvantage and improving supply will peak in 2020. Oil prices are projected quality of life. Council’s Learning Together 2030 to rise dramatically due to declining oil production, Strategy and Learning Together 3 (LT3) Action posing a potential major impact for exposed Plan 2010-13 provide guidance and structure for businesses and industries as well as Hume’s car Councils approach to addressing these long term dependent population. issues.
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CLIMATE CHANGE Climate change is both a major challenge The region has the recognised manufacturing skills, and opportunity for Hume’s future economic educational capacity and know-how to become a development. A global study (Climate Institute, premier manufacturer of environmental protection 2009) shows that Australia lags its major trading products. Growth in this sector will rely on the partners in pricing carbon and regulating existing skills of the inner parts of Melbourne’s greenhouse pollution. The study highlights that a North for design and research while the new price on carbon has led to substantial investment outer areas are well placed to manufacture these in clean energy technologies as well as greater products. productivity and energy efficiency. Australia’s However, many of these opportunities will only be competitors are implementing a broad range of available to innovative companies if government clean energy policies to achieve carbon pollution encourages the growth of environmental protection reductions, taxing imports of energy intensive industries and reviews its stand on issues such as products, stimulating industry development and input tariffs. increasing energy security. Melbourne’s North will need to transition into a lower pollution economy If new communities in the north are developed to remain internationally competitive. While there to high standards with energy savings across all will be accompanying costs and problems associated buildings and on transport, these savings will make with manufacturing, there will also be opportunities local economies more competitive and sustainable. for research, design and production surrounding new regulations that will inevitably come into force.
Case Study - Visy Coolaroo
Visy has developed a new $50m Multi-Fuel Cogeneration Plant at Coolaroo that was completed in 2011. The project incorporates the latest technology to turn waste products into renewable energy sources. The plant is diverting a number of waste streams (eg paper, plastics) from landfill and reusing them as fuel for energy recovery. The plant is producing process steam and electricity. The steam is being supplied to the two existing paper mills on the site, thereby offsetting the existing natural gas demand of the natural gas fired boilers. The electricity generated is also being used on-site, reducing the quantity of electricity drawn from the grid. The facility created 50 jobs during construction and has provided ongoing direct employment for 15 people.
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THE DIGITAL ECONOMY
The Australian Government defines the digital Active participation in the digital economy requires economy to be: a community which encourages and succeeds in creating a high level of information uses, increased “The global network of economic and social investment in innovation using information activities that are enabled by information and technology and a strong focus on information communications technologies, such as the internet, technology skills development. An ubiquitous, mobile and sensor networks.” 1 affordable, fast and efficient telecommunications The digital economy is highly dynamic. It will service is recognised as key to the development of ultimately encompass the entire economy and a knowledge economy in many areas, particularly many, if not all, facets of our society. The digital Hume, and the rapidly developing parts of the economy presents Hume with a unique opportunity region. The National Broadband Network (NBN) will to open up new markets for engagement and enable local industry and business to compete in an growth. In addition, it will continue to change increasingly globalised economy, and rollout of the how we interact and socialise—people can now NBN will commence in Hume through the suburb of connect, collaborate and participate online in Tullamarine in 2012. For Council, this represents the previously unanticipated ways that enrich their lives. first step in; The impact of the digital economy will also include • Advocating for accelerated establishment new and emerging uses of technology, such as • of a next generation broadband infrastructure remote specialist diagnosis of patients, as well as throughout the City. uses that we cannot even begin to imagine. The use of information communication technology (ICT) •• Supporting communities to use this and e-business skills, as well as the organisational infrastructure to best advantage to create changes enabled by technology are expected to improved, valued and innovative learning, have an increasingly significant role in achieving employment and business opportunities. productivity gains. For businesses, the digital •• Encouraging digital innovation and digital economy can provide opportunities to engage more initiatives through case studies and examples, efficiently with suppliers, and expand and better local champions and events that connect with serve their customer base. others in the community, business and education to encourage participation. 1 Source: www.dbcde.gov.au - The Digital Economy; defined.
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KNOWLEDGE ECONOMY
Overseas examples have pinpointed the importance their ability to quickly mobilise talented and creative of a knowledge economy to the prosperity of regions. people, resources and capabilities that can turn Rapid knowledge economy development is based on innovations into new business ideas and commercial research, industrial development and both large and products. Studies have shown that these people are small-scale investment. The important characteristic attracted to regions that tolerate and accept diversity of these economies is their ability not only to and that this type of area is ideal for nurturing the generate but to commercialise new knowledge. creativity and innovation that characterise the knowledge economy. Melbourne’s North already has a knowledge-based infrastructure of universities, TAFE institutes, research Business incubators in Melbourne’s North have facilities, schools and knowledge-intensive industries. proved to be a successful way of developing and Networks formed by business collaborations growing local industry. Support, such as new financial and research activities with universities and TAFE services and micro-loans, assist the early phases of institutes lead to greater levels of innovation, new business development. There is an important improved skills and integration of local industry with correlation between the region’s incubators and global networks. Greater investment in secondary appropriately targeted finance. education, career guidance and pathways provides The establishment of additional incubators backed local young people with the opportunity to use their by sound business advice and access to finance skills and creativity to help grow the local economy. for small and start up businesses has the potential Furthermore, greater vertical integration of education to give Melbourne’s North a strategic advantage and industry increase opportunities for research and over other regions. These businesses will need a innovation, creating a sound economic base from different style of building if they are going to stay in which to develop greater protection from off-shoring the region, and the lack of suitable accommodation and other supply chain risks. has also been identified as a barrier to businesses Creativity is also pivotal to a knowledge economy. seeking to relocate to the north. Successful regions develop an advantage based on
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FUTURE GREEN JOBS
The 2010 Victorian State Government report, Jobs support jobs growth and will improve environmental for the Future Economy – Victoria’s Action Plan for outcomes. They are designed to build resilience Green Jobs, describes a range of jobs with strong in our economy, maximise investment, facilitate growth prospects (Table 2). The foreword says that regional development, and encourage businesses, the report “sets out actions across Government to families and communities to reduce their energy and secure jobs in a low carbon economy. These actions water consumption.”
Opportunities Focus of Action Key Sectors
• Create green jobs for • Secure more jobs in • Building and construction the future construction • Carbon market services • Build the skills needed • Secure more jobs in energy • Renewable energy and fuels in a sustainable, low • Drive low emission industry • Electric vehicles carbon economy growth • Research and development. • Reduce energy, • Develop sustainability skills • Resource recovery and recycling water and resource • Promote innovation consumption • Reduce costs for businesses and households Table 2 Table Jobs for the Future Victoria Economy, • Reduce carbon emissions
Source: Jobs for the Future Economy – Victoria’s Action Plan for Green Jobs (2011)
Case Study - Merrifield
The Merrifield development in Hume is an $8 billion development by MAB and Gibson Property Corporation. It is set to become Victoria’s largest fully master-planned and integrated business and employment hub, situated 30 kms from the CBD. Located in Mickleham, the development is more than 1.5 times the size of the Melbourne CBD. With over 400 ha of purpose built space to accommodate a broad range of business operators, the project is poised to become the State’s new heartland of business activity. Planning for Merrifield has been underway since 2005. Merrifield is being planned to create jobs close to where people live and has the capacityfor upwards of 30,000 jobs within the employment precinct, which will be supported by providing 10,000 dwellings to house up to 30,000 people. It meets goals of creating developments, or communities, that are essentially 24 hour cities where people can work, live and play. The aspiration is that people will choose to live and set up small businesses in the development, rather than commute every day.
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HUME’S INTEGRATED LAND USE AND TRANSPORT STRATEGY (HILATS)
A critical action supporting jobs growth while development and urban intensification. It also achieving sustainability is providing an Integrated assists in addressing the wider, growing issues of Transport Strategy. HILATS provides the framework climate change and peak oil, population growth, by which the integration of land-use and transport health and wellbeing, congestion, economic is planned and managed together, balancing the growth, accessibility, social exclusion and transport use of different modes of transport. HILATS provides disadvantage. guidance and certainty for business about how HILATS demonstrates and applies best practice Transport Planning is approached and managed in principles, providing a framework by which future Hume. development is guided and future projects and HILATS is a key element in dealing with actions can be identified, and implemented. The development issues, and challenges in delivering Hume Integrated Land Use and Transport Strategy sustainable communities in growth areas, infill (HILATS) focuses on six key themes.
Theme Includes
Active Transport Walking & Cycling provision – networks, amenity and support facilities
Public Transport Bus, Rail, Bus Rapid Transit (BRT) community transport, taxis – networks, amenity and support facilities
Land Use and Development Density, new subdivisions, urban growth, housing, transit oriented development, parking management
The Road Network Management of the existing network, planning of additional road connections HILATS Key Themes HILATS Freight Network Management and protection of freight
Travel Demand Management Behaviour change campaigns, working with workplaces, schools and activity centres. Education and promotion of alternative modes, Green Travel Plans, Mobility Management
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HUME – A PRIORITY EMPLOYMENT AREA
In 2009, the Federal Government identified is promoting the plan and its contents to people North Western Melbourne as one of 20 Priority across Melbourne’s northwest. Employment Areas across the country. This was In the 2011 Federal Budget, the Commonwealth in response to hardship experienced in particular announced $45.2m over two years for Local regions across Australia as a result of the Global Employment Coordinators and Jobs Expos to Financial Crisis. In each area, a Local Employment support 20 of Australia’s most vulnerable regions Coordinator was appointed to develop a Regional until 30 June 2013. This measure also includes Employment Plan in partnership with local $20m for a flexible funding pool to be utilised by committees. The ‘North Western Melbourne each of the Local Employment Coordinators to help Priority Employment Area Plan’, released in kick-start, implement and support local initiatives May 2010, identifies a number of strategies to which aim to create or maximise employment, improve the performance of the labour market. education and training opportunities in their priority Council areas included in the Melbourne’s North- regional areas and $7.9m to conduct approximately West Priority Employment Area are Hume and 40 Jobs and Skills Expos across the priority regional Whittlesea in the north and Brimbank, Hobsons areas to build upon the work of Employment Bay, Maribyrnong, Melton and Wyndham in the Coordinators. west. The Commonwealth Government, through the efforts of the Local Employment Coordinator,
Case Study - Hume Passport to Work Mentoring Program
One of the successful projects that stemmed from the Broadmeadows Community Neighbourhood Renewal (BCNR) project is the Passport to Work (PTW) program. PTW began as a pilot project in 2005 and is closely aligned with the agenda of the BCNR. The program assists long-term unemployed and highly disadvantaged people by identifying, addressing and overcoming their barriers to employment. The program matches the participants (protégé residing within Hume City) with a mentor (a local corporate professional). Participants experience a life-changing job readiness mentoring program. The training includes resume writing, job search techniques and mock interviews with HR Professionals. This is followed up with 13 weeks of guidance and advice from a mentor. Previous programs have seen partnerships forged with Origin Energy, GE Money, Pacific National, Dianella Health, Kangan Institute, Victoria Police, Western Water, Note Printing Australia and MAB. On average 70% of protégés find employment within the duration of the mentoring program. This has a profound and lasting impact on the individual and their families. The Passport to Work program was a Category winner (‘Strength in Diversity’) in the Australian National Awards for Local Government in 2009.
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MELBOURNE INTERNATIONAL AIRPORT Melbourne International Airport, also known as the greater complex. More than $1 billion in Tullamarine Airport, is the main airport serving investment is planned in the next two years. Melbourne and is the second busiest in Australia. It Melbourne Airport employs 12,500 people and this was opened in 1970 to replace the nearby Essendon equates to 11,000 full time equivalent positions. Airport. Employment at the Airport continues to The main employment areas are retail, aviation, grow and provides major opportunity for further air traffic control, air and road transport, airport development in the region, particularly surrounding management, security and hospitality. Melbourne the airport. Many of the jobs created will be Airport experienced 22 per cent employment growth knowledge intensive and there are opportunities in the five years to 2008.”1 for innovation, research and education within 1 The ‘Post GFC Swot: Melbourne’s North’ report (2011)
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THE BROADMEADOWS ACTIVITIES AREA The Broadmeadows Activities Area (BAA) is BAA projects include: one of the designated Central Activities Areas •• An upgrade for Broadmeadows Station located within metropolitan Melbourne. It is a precinct, including an improved station significant centre servicing the Hume Growth entrance, forecourt and passenger facilities, Corridor and features: better access to platforms and a new •• A major health and medical centre bus interchange. •• A vibrant Kangan Institute •• Creation of an east/west pedestrian and •• The Hume Global Learning Centre bike path to connect residential and •• The Broadmeadows Civic Centre education areas with the station and •• The Broadmeadows Shopping the town centre. Centre •• Funding to facilitate the development of •• Leisure centre, basketball stadium affordable housing demonstration projects. and new schools •• A funding contribution towards the •• The Broadmeadows Magistrates Court improvement of leisure and recreation facilities within Broadmeadows. •• Access to large areas of highly valued recreational space and creek corridors. •• Targeted investigations and feasibility The 2009-10 State Budget announced $80.3 million studies for redevelopment in Broadmeadows. for the Broadmeadows Activities Area to assist its •• A package of improvements to pedestrian transition to a regional hub for offices and services, and cycle networks including pedestrian supported by a mix of retail, leisure and transport crossings, bicycle lanes and footpaths. facilities to accommodate a growing population. In addition to this, the Victorian Government has Of the $80.3 million Victorian Government also provided $17.4 million for the development investment, $62.9 million is being spent over five of a Government Services Building to co-locate years to improve pedestrian, cycling and public key government community and support services, transport connections and to facilitate private sector making essential services easily accessible to people investment in the local economy. in Melbourne’s North.
Case Study - The Broadmeadows Employment and Learning Committee / 3047 Project
The 3047 Employment and Learning Committee (3047 ELC) is a local network which was established by Council to lift employment and learning across the 3047 Broadmeadows precinct. The Committee comprises local Jobs Services Australia (JSA) agencies, Centrelink, the Hume Whittlesea Local Learning Employment Network and Council representatives. Its membership includes the Local Employment Coordinator (i.e. Department of Education, Employment and Workplace Relations). The 3047 Youth JobsFront project was initiated as a response to the unacceptably high level of youth unemployment across Broadmeadows in 2010. The project provided a shopfront where young people could access a wide range of free workshops and activities to support their job searching, as well as gather advice from employment, education and training agencies and other support services. The ELC exceeded a target of making a difference to at least 30 youth people in 47 days (i.e. 37 young people were placed in jobs). The ELC model has since been replicated in Cragieburn and Sunbury.
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CRAIGIEBURN TOWN CENTRE ATTWOOD LAND In June 2011, Council adopted the Craigieburn This opportunity involves generating jobs by creating Town Centre Civic and Retail Precinct Development an entirely new employment precinct on a large Plan submitted by Lend Lease. The Plan allows for and under-utilised land tract in Attwood abutting a major activity centre for Craigieburn, a town Moonee Ponds Creek, just east of Melbourne centre five times the size of the existing Craigieburn Airport. A rezoning of current Green Wedge zoned Shopping Centre; 55,000 square metres of retail land to be suitable for commercial and / or light floor space and the potential for 20,000 square industrial development would be required following metres of commercial/office space. A portion of the further discussions with local communities and other site has been designated for recreation facilities and stakeholders. This will have the potential to attract includes areas for community life, including a town a variety of businesses including: warehousing, square and street focussed activity. There is a future commercial, transport and logistics and advanced expansion provision as the population grows. Stage manufacturing. The benefits of this project would 1 of construction commenced in February 2012. be:
SUNBURY RAIL LINE ELECTRIFICATION •• Facilitating business and job creation
The Sydenham line is being electrified to Sunbury •• Converting land with no current identifiable as part of a $270 million State Government project community benefit into investment and due to be completed in 2012. Both Sunbury and jobs Diggers Rest railway stations are being upgraded •• Reducing freight costs for businesses with extra car parking spaces to be provided at relocating to the new precinct Diggers Rest. The upgrade will allow more suburban trains to run during the morning peak. Passengers •• Opening the airport market to businesses from Sunbury and Diggers Rest will no longer need within the new precinct to change trains at North Melbourne and wait for •• Creating potential synergies for new a city loop service. Furthermore, in 2010, the State entrants with existing local companies Government announced that transport users on •• Delivering a more balanced concentration the line will have a choice between V/Line and of goods and services metropolitan rail services upon completion of the works. This new infrastructure will provide an •• Providing improved recreational facilities impetus for significant new business investment in for residents and employees Sunbury and surrounds.
Case Study - Industry Skills Training and Employment (i-STEP) Program In recognition of the ongoing need businesses have for skilled employees, NORTH Link (i.e. the Regional Development Organisation) and the Victorian Government’s Department of Business and Innovation joined forces to offer the Industry Skills Training and Employment (i-STEP) Program. Designed to deliver practical support and assistance in recruiting apprentices, trainees and other workers that small and medium sized businesses need across the northern Melbourne suburbs, the i-STEP program is overseen by an expert and experienced employment adviser. The role has involved establishing i-STEP as a key service to employers struggling to place employees into hard to fill skilled vacancies. It involves networking with a diverse range of providers to access people looking for work, with a focus on youth and apprenticeships. Jobs are circulated to a broad network across Melbourne’s north. Jobseekers and agencies have been able to access to a large pool of vacancies and employers have benefited from an alternative way to source jobseekers, rather than going to one provider that has a limited range of jobseekers. The program, funded by the State Government, runs at no cost to businesses.
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COUNCIL’S ROLE IN ECONOMIC DEVELOPMENT
Council plays a crucial role in supporting the • Supporting business leaders to drive economic development of Hume as: implementation of this Strategy, making LEADER / ADVOCATOR / STEWARD representations on behalf of the business community on key issues, helping businesses • Providing a strong and clear vision that to take ownership of particular themes and encourages new investment. become more involved in their local community. • Supporting Regional Development Australia RESPONSIBLE AUTHORITY (RDA), a partnership between the three • Using Council’s planning framework and levels of Government to encourage the regulatory functions to manage the standard growth and development of Australia’s of development, diversify the economy, regions. RDA committees build partnerships strengthen local and regional integration of between governments, regional development supply chains, and deliver the highest standards organisations, local businesses, community of infrastructure. Hume’s growth areas, in groups and key regional stakeholders to provide particular, are playing an increasingly important strategic and targeted responses to economic, role in providing jobs. Council works closely environmental and social issues affecting the with major developers who are advancing new regions of Australia. Hume works closely with employment precincts. In addition, Council the Melbourne’s North RDA advocating for the is working closely with the Growth Areas area’s interests. Authority on the planning for Hume’s growth • Supporting NORTH Link, an organisation areas (i.e. Growth Area Framework Plans, providing leadership in business networking, Precinct Structure Plans). education and regional development and • Influencing high quality development through promotion. It is Melbourne’s North connecting the Hume Planning Scheme. organisation and facilitates information, services and events for business improvement and KNOWLEDGE BROKER engagement. • Promoting the opportunities for industry • Adopting a ‘place management’ approach. locating in Hume as a ‘New City’ (i.e. “A recent trend has been for councils to greenfields) and the advantage of its key appoint place managers to coordinate the strategic assets in transport and knowledge delivery of projects and development within based infrastructure. centres. Place management professionals are • Strengthening Council’s research capacity to generally employed for activity centres that make use of economic data, assess risk and comprise multiple sites in fragmented property support research on how to address local ownership…Funding of place management unemployment, harness Hume’s multicultural and related projects is generally provided by the workforce and latent business demand. public, for the benefit of a centre and hence the catchment population. Funding is sometimes supplemented or fully funded by a centre specific tax, via the use of special rates.”1
1 Hume City Retail Strategy (2009)
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INFRASTRUCTURE ENABLER SUSTAINABILITY LEADER • Providing leadership in the identification and • Introducing environmental sustainability delivery of soft and hard infrastructure across initiatives to Council assets and service delivery. the municipality. • Continuing to assist businesses with information • Supporting the accelerated roll out of and forums that enable them to better manage broadband services and uptake by the broader the environmental dimensions of their business Hume Community. and rapidly adapt and transition to a low carbon future. • Supporting the development of business incubators and encouraging business innovation LEARNING AND EMPLOYMENT ENABLER activities. • Working with business and education providers NETWORKER to enhance opportunities for tertiary and technical skills of residents so they can • Bringing Hume businesses together to facilitate better access local and regional employment business to business activities. opportunities. • Developing stronger regional networks that • Expanding Council’s capacity to influence decision makers across industry support growing small to medium size and Government and achieving more orderly, enterprises through the Hume Global Learning equitable and environmentally sustainable Village (HGLV). The HGLV is a nationally development. acclaimed innovative partnership that links • Encouraging businesses to increase productivity learning, inclusion and environmentally and integrate with the region’s supply chains. sustainable economic development.
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STRATEGIC FRAMEWORK
VISION Council’s vision for Hume is of a strong, diversified and vibrant economic area that is both locally and globally connected. Hume City will be recognised for its innovative, globally competitive industries and businesses, the diversity of its employment and business opportunities, commitment to environmental sustainability and the high levels of employment of its residents. It will be particularly known for its commitment to addressing social and economic disadvantage and facilitating learning pathways to work.
This desired future state for Hume City includes: • An established culture of enterprise and innovation. • Employment participation rates equal to the Melbourne metropolitan average. • A greater balance between local job requirements and the skills of local residents. • Business embracing environmentally sustainable practices. • A culture of Corporate Social Responsibility (CSR). • A highly developed and evolving manufacturing base with an emphasis on advanced manufacturing. • Vibrant retail, logistics and commercial service sectors • An increasing number of businesses in key growth sectors of the economy including: o Business and property services o Information, communications and multimedia technology o Aero-engineering o Health services o Transport and logistics o Education o Building and construction o Entertainment, culture and recreation • Increased business investment in education, research and development and the adoption of new technology. • A high proportion of businesses actively involved in import replacement and export delivery. • An economy that increasingly reflects the cultural diversity of the municipality. • Effective delivery and management of supporting transportation, communication and utility infrastructure. • Broadmeadows Activities Area serving as the ‘Capital of the North’. • Melbourne Airport as a key Airport City with a thriving mix of activity and concentration of knowledge enterprises.
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The major foci for Council in achieving this vision will resource three key priorities:
1. Facilitate accelerated participation by the broader Hume Community in the Digital Economy. 2. Provide an active Investment Attraction Framework. 3. Prioritise Local Jobs for Local People.
In supporting achievement of this vision, there are four Strategic Goals to:
1. POSITION AND PROMOTE HUME AS A PLACE FOR BUSINESS TO PROSPER. 2. PARTNER TO BUILD AND MAINTAIN A GLOBALLY COMPETITIVE ECONOMIC INFRASTRUCTURE. 3. SUPPORT EXISTING INDUSTRIES AND ENTERPRISES TO PROSPER AND DEVELOP SUSTAINABLY. 4. STRENGTHEN COUNCIL’S CAPACITY TO LEAD ECONOMIC DEVELOPMENT IN HUME (PARTNERSHIP AND STEWARDSHIP).
Case Study - Plenty Food Group
The Plenty Food Group (PFG) is a food manufacturing industry network supporting firms in Melbourne’s north. It assists member firms in food processing and closely allied industries. Unlike other sector specific networks / clusters, the group has a broad industry focus – it ranges across all food types such as bakery, beverage, dairy, meat, cereal products, food flavourings etc. The network is financially supported by two local government bodies, the Hume City Council and the City of Whittlesea. The PFG’s main activities include: marketing - sharing costs for presence at food industry exhibitions (domestic and export), hosting and initiating promotional events and on-line business and product directories. The website and on-line directories have been designed to gain high search engine ratings and to promote PFG members to national and international buyers. Representation at tradeshows gives PFG a higher profile and presence within the industry. The PFG also hosts networking events (workshops, seminars) which expose participants to business improvement support. Some of these services are provided jointly or in association with NORTH Link and Enterprise Connect.
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STRATEGIC GOALS
GOAL 1: POSITION AND PROMOTE HUME AS A PLACE FOR BUSINESS TO PROSPER
Hume is recognised as an area that is growing rapidly. The economy is diverse with strong educational and government support. Hume has many successful enterprises and organisations.
A key strategic direction is to promote the opportunities for industry, business, education providers and government to establish themselves, grow and invest in the long-term development of Hume. The development of a Hume Investment Attraction Framework will be a critical component of achieving this Goal.
Promote Hume as Position Hume as a Support the Support Business a sound choice for key investment and establishment of Learning growing a business employment hub business
Is to understand what Is to encourage and Is to help make the cost Is to provide economic success attract a diverse and of doing business as opportunities to up skill looks like, where it competitive range low as possible while local business operators. exists within Hume of business and ensuring delivery on our and to celebrate and government investment other responsibilities.
Our Responsibility promote success. to the City.
Research: Maintain a Proactive: Adopt Access: Help businesses Deliver: Provide a sound evidence based a proactive role in to access information, suite of training and understanding of our supporting economic gain approvals and educational programs local economy. development. services quickly, for local business. Pride: Strive to Diversity: Encourage affordably, reliably and Network: Provide strengthen community a diverse range of in a resource efficient networking pride. investment opportunities way. opportunities for Promotion: Promote to increase the business. and market the robustness of the local Competitive opportunities for economy. advantage: Through
Our Principles business in the City. Competitive the implementation Support: Assist advantage: Position of the Hume Jobs and the Culturally and Hume as a destination Skills Taskforce ensure Linguistically Diverse of choice for business the supply of labour for (CALD) community through a targeted business targets local to develop their investment attraction jobs for local people. businesses. framework.
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GOAL 2: PARTNER TO BUILD AND MAINTAIN A GLOBALLY COMPETITIVE ECONOMIC INFRASTRUCTURE
Council has an important leadership role to play in designing, building and maintaining the economic infrastructure that underpins the operations of a thriving and competitive economy. Infrastructure includes: education, telecommunications, transport, essential services and public realm improvements.
There are a myriad of organisations and stakeholders involved in soft and hard infrastructure provision and maintenance. Council will build on the success of the Hume Global Learning Village to grow knowledge partnerships and develop pathways to work for disadvantaged members of the community.
Provide strong Facilitate knowledge Support strong Build local economic foundations partnerships to skills development sustainability and for economic support growth and and jobs pathways resilience functionality innovation Is to work with Is to facilitate the Is to work with education Is to develop the key stakeholders growth of knowledge providers and businesses economy with a to develop the partnerships that to improve pathways long-term focus and infrastructure and encourage the to jobs and stimulate collaborate in ways that support services that development of robust employment opportunities benefit and strengthen
Our Responsibility will ensure a thriving business models and for disadvantaged people. the community. economy. innovation. Economic Benefits: Supply Chains: Education Pathways: Community: Support Maximise the positive Understand and Work with the education the long-term viability economic benefits enhance the functioning sector and employment of businesses and allied from the provision of of supply chains to brokers to ensure there organisations as a key public infrastructure. support economic are equitable pathways to fabric of the well-being Future Proof Design: growth. local jobs. and prosperity of the Plan and design Innovation: Facilitate Equity: Support pathways community. infrastructure to be the sharing of that redress community Resilience: Encourage responsive to current knowledge to support disadvantage and foster the community to and future needs. and drive innovation. incentives that promote support local businesses High quality: Use our Research & both social and economic and buy locally. regulatory powers and Development: Promote growth. Local Investment: capacity to advocate and support research Leadership: Demonstrate Enhance existing and for economic and development by Council’s commitment by industrial business
Our Principles infrastructure that is local businesses. providing local residents precincts and encourage sustainable and of a work experience and investment in activities high quality. pathways to employment that support existing Safety: Provide with Council. Hume businesses. infrastructure where Encourage employees are safe. development: Partnerships: Facilitate new investigate the investment in the City. potential for Public / Private Partnerships.
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GOAL 3: SUPPORT EXISTING INDUSTRIES AND ENTERPRISES TO PROSPER AND DEVELOP SUSTAINABLY
Inefficient natural resource use equals both wasted resources and wasted business opportunities. Council has a role to influence local businesses to use resources more efficiently and eliminate waste. Through the Hume Business Efficiency Network (BEN) Council will continue to provide information and support for small, medium and large businesses in the region to enable them to evolve to become low carbon, sustainable businesses.
Stimulate a green Facilitate low carbon Facilitate resource economy businesses efficient businesses
Is to ensure that the long-term Is to acknowledge the Is to help businesses use water, economic viability of the City is built on contribution to climate change energy and other natural industries, businesses and jobs that are Hume businesses make and resources as efficiently as environmentally sustainable. endeavour to support them to possible. integrate carbon efficiencies Is to provide opportunities for across all they do. Is to support businesses that use business to learn about environmental resources efficiently, embrace sustainability. Is to promote environmentally environmentally sustainable sustainable development across transport alternatives, source Is to grow the number of business the City. energy and water efficiently, leaders and teachers who can assist grow and supply food and seek
Our Responsibility others to become sustainable. to eliminate waste responsibly.
Is to enable business to minimise their ecological footprint through providing accessible information and programs and services with partners.
Employment: Enable a range of Low carbon energy supplies: Reduced demand: Support fulfilling environmentally sustainable Support business transition to businesses to reduce demand for employment opportunities to a cross- renewable energy supplies. energy, water and materials in section of workers. Reduce energy use: Support products, buildings, equipment, Economic Benefits:Maximise the business efforts to improve and service delivery. economic benefits from the growth of energy efficiency. Closed loop: Support businesses environmentally sustainable businesses, Embodied energy: Support that preference resource use that public infrastructure and supply chains. business efforts to consider the enables and maximises re-use of Foster supply chains: Use the BEN as embodied energy of materials in water and materials. a mechanism to develop supply chain their operations, products and Minimise waste: Support networks to improve environmental services. businesses that re-use their waste sustainability for Hume businesses. Leadership: Implement products and aspire to zero Community leadership: Develop sustainable development waste including losses through business leaders and teachers to principles in all existing and the production, delivery and champion and teach sustainability. new Council and community use of energy and water and
Our Principles materials. Accessible information: facilities. Communicate regular and user-friendly information about sustainability action. Local Food: Support businesses that reduce the environmental Community empowerment: Build burden associated with a well informed business community producing, transporting, storing equipped to respond to sustainability and disposing of food. opportunities and challenges. Energy-efficient transport: Learning by doing: Engage and Support businesses that use educate through demonstration of or support community efforts what works and enables businesses to to transition to eco-efficient take action. transport.
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GOAL 4: STRENGTHEN COUNCIL’S CAPACITY TO LEAD ECONOMIC DEVELOPMENT IN HUME (PARTNERSHIP AND STEWARDSHIP)
Council is well placed to lead the community in reaching our economic vision. It has strong whole-of-Council frameworks to support lifelong learning, social inclusion and environmental sustainability. Economic development is an important whole-of-Council responsibility. The task of day-to-day operations to support business and industry development requires good systems, tools, measurement, skills and culture to ensure that Hume’s economic vision is achieved. The challenge for Council is to continue developing its leadership role and to work in partnership with a range of stakeholders to build a more vibrant, prosperous and sustainable City.
Demonstrate Long-term and Build skill and Engage with our Monitor and leadership integrated capacity to community and evaluate through economic deliver economic stakeholders our own action governance services performance
Is to Is to ensure good Is to ensure that we Is to understand Is to deliver demonstrate governance policies have the people, the needs and strong our and procedures the skills and the expectations of performance. commitment for economic resources to deliver. our community, to the decision-making government Is to provide economy and integration agencies and open and through our with social and stakeholders. transparent actions. environmental reporting. sustainability Is to offer these objectives. groups the opportunity to provide input into Our Responsibility how we design and operate our economic development services. Delivery Integrated Human capital: Community Open and on our Decision-Making: Council recruits focussed: Council accountable: promise: All Council decisions for and develops designs and delivers Council is Council has are based on relevant skills services based on a transparent a long-term consideration of and expertise deep and continual about its economic both short-term across all aspects appreciation of performance and vision for our and long-term of its business community needs reports regularly community economic, social and encourages and expectations. to the community and delivers and environmental leadership by staff. Stakeholder in meaningful on its impacts and engagement: ways. promise to opportunities. Resources: Council has the systems Council engages Monitoring help achieve Quality and collaborates and evaluation: that vision. and resources to Information: support staff and with key Council will Our Principles Council plans, the community stakeholders in monitor and manages and makes to achieve our decisions about evaluate its decisions based on economic vision. how the community performance the best available is shaped and on economic understanding of evolves over time. development current and future across all aspects risk and need. of its operations.
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INDICATORS AND MONITORING The Key Indicators below are grouped under the four Strategic Goals and will serve to measure the effectiveness of the Action Plan.
GOAL 1: POSITION AND PROMOTE HUME AS A PLACE FOR BUSINESS TO PROSPER Key Indicators
1.1 The value of development activity for 2010-11 remains stable against the 2009-10 value and increases by CPI each year after (Source: Building Control Commission).
•• Benchmark – Total value of development for the 12 months ending 30 March 2011 was $674.4M, increasing by 8.3% from the previous year. •• Target – 10% increase per annum.
1.2 Increase Hume’s Gross Regional Product (a measure of size or net wealth generated by the Hume economy). (Source: National Institute of Economic and Industry Research (NIEIR)).
•• Benchmark - $7.910m (Financial Year ending June 2010). •• Target – 5% increase per annum.
GOAL 2: PARTNER TO BUILD AND MAINTAIN A GLOBALLY COMPETITIVE ECONOMIC INFRASTRUCTURE Key Indicators
2.1 Improved freight and transport operations to support industry and economic development (Source HCC HILATS 2011-2020)
•• Benchmark – Development of a Strategic Advocacy plan that highlights road, freight and public transport priorities for Hume’s arterial and collector road network. •• Target – Active support of the Strategic Planning Department in development of the Strategic Advocacy Plan (Action A5.6 of HILATS 2011-2020).
2.2 The population participating in learning for work or employment increases (Source: Hume Global Learning Village Member Survey, 2009/10).
•• Benchmark – Percentage of population undertaking learning for work purposes increased from 53.5% in 2009 to 60.5% in 2010 (Source: Hume Global Learning Village Hume Residents Learning Survey 2010). •• Target – 2% increase per annum in the Hume population participating in learning for work or employment.
2.3 The number of Hume residents with broadband connection increases (Source: ABS Census).
•• Benchmark – Increase in the number of Hume residents with broadband connection from baseline result of 38.7% in 2006 census to equal MSD baseline result 42.8% in 2006 Census (Source: ABS Census 2012). •• Target – 4% increase in the number of Hume residents with broadband connection.
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GOAL 3: SUPPORT EXISTING INDUSTRIES AND ENTERPRISES TO PROS PER AND DEVELOP SUSTAINABLY Key Indicators
3.1 Increase in the number of Hume businesses and individuals that are members of the Council’s Business Efficiency Network (BEN).
•• Benchmark – 500 Members as at 31 December 2011 •• Target – 20% increase per annum.
GOAL 4: STRENGTHEN COUNCIL’S CAPACITY TO LEAD ECONOMIC DEVELOPMENT IN HUME (PARTNERSHIP AND STEWARDSHIP) Key Indicators
4.1 Increased proportion of the Hume City local labour force employed locally (Source: Australian Bureau of Statistics Census, ‘Place of Usual Residence’, 2006).
•• Benchmark - 36.2% as at 2006 •• Target – 1% per annum
COMMUNICATION AND REPORTING
An annual report will be prepared on the State of the Hume Economy to provide a more thorough picture of progress towards our economic aspirations.
The report will also describe the progress of the implementation of this Strategy and the accompanying Action Plan. Analysis of the key indicators and performance against targets will illustrate and measure Hume’s economic development performance.
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Hume City Council 1079 Pascoe Vale Road, Broadmeadows PO Box 119, Dallas, Victoria 3047 Telephone 9205 2200 Facsimile 9309 0109 [email protected] www.hume.vic.gov.au