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 BUSINESS TO PROSPER

30

2.

PARTNER TO BUILD AND MAINTAIN A GLOBALLY COMPETITIVE ECONOMIC INFRASTRUCTURE

31

3.

SUPPORT INDUSTRIES AND ENTERPRISES TO PROSPER AND DEVELOP SUSTAINABLY

32

4.

STRENGTHEN COUNCIL’S CAPACITY TO LEAD ECONOMIC DEVELOPMENT IN HUME (PARTNERSHIP AND STEWARDSHIP)

33

INDICATORS AND MONITORING

34

COMMUNICATION & REPORTING

35

HUME CITY COUNCIL ECONOMIC DEVELOPMENT STRATEGY 2030

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FOREWORD The Hume Economic Development Strategy 2030 reflects the important and growing role of Hume as a business and employment hub in Melbourne’s North, providing 3% of Victoria’s GDP. This strategy also reflects the ongoing structural change in the global and Australian economy and the impact this has on Hume as an economy in transition along with the challenges and opportunities this presents. Strong leadership and broad objective vision is required by Hume City Council to provide stewardship during this complex period in economic history. Hume has a long association with traditional manufacturing supported by migrant labour with many iconic Australian producers featured strongly. In recent years, due to global restructuring, traditional manufacturing has experienced decline as cheaper overseas labour and inputs have turned business models upside down. However, other industry sectors are taking on a more important role as Hume’s economy continues to diversify and adapt. For example, aero-engineering, health services, transport and logistics, and skilled trades are increasingly generating wealth. The need to respond to declining natural resources is also driving business change.

The City has many locational attributes. It is home to a wealth of innovative companies, is experiencing significant population and business growth, has strong transport infrastructure, a rich multicultural heritage, high quality employment land stocks, hosts Melbourne Airport and includes the Broadmeadows Activities Area. The latter is undergoing significant revitalisation as part of its evolution into the ‘Capital of the North’. Council is strongly committed to positioning Hume as a place for business to prosper, directing the necessary infrastructure to support business, assisting businesses to become more environmentally sustainable and providing leadership that supports new investment. Accordingly this Strategy guides Council’s economic development activities. Along with the Hume Municipal Strategic Statement, the Pathways to Sustainability: an Environmental Framework, the Learning Together 2030 Strategy and the Social Justice Charter, it supports the Council Plan 2009 – 2013, and the Hume City Plan 2030, (2009 Update).


4

The Hume City Plan 2030, (2009 Update) provides a vision for the prosperity of the City and the Economy as follows;

PROSPERITY OF THE CITY Hume will be a strong, diversified thriving business centre of northern Melbourne. This can be achieved by the provision of effective infrastructure networks, attracting significant and emerging industries, promoting business investment, while supporting existing industries and enabling residents to take up a range of employment opportunities.

ECONOMY A thriving and prosperous community can be achieved through strong economic growth, creating diversified local employment opportunities across a breadth of industry sectors and reducing the need for extended travel. Providing a proactive and supportive environment to sustain and expand existing businesses in Hume will attract a diversified range of new business investment and create opportunities for residents in Hume to take up employment in these businesses.

In addition, the Council Plan 2009-2013, 2011 Action Update stresses the need to; ••

Provide a supportive environment to sustain and expand existing businesses,

••

Attract a diversified range of new business investment, and

••

Create opportunities for residents to take up local employment opportunities.

It is in this context that The Hume Economic Development Strategy 2030 has been developed, along with a supporting Action Plan to help achieve the vision and objectives of a thriving and prosperous city. Action Plans will be developed every 4 years to align to the Council Plan, enabling development and achievement of shorter term actions that respond to emerging economic and community stimulus, while continuing to support the long term goals of The Hume Economic Development Strategy 2030. In this way The Hume Economic Development Strategy 2030 complements the Hume City Plan 2030 and supports the expressed ambitions for the prosperity of the City.


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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 Government Act as a core activity. “Economic Development is a sustainable increase in living standards that delivers increased income, better education and health as well as environmental protection. Economic Development actions that deliver benefits for the local community can be undertaken by dedicated organisations, specific individuals or the wider community. The role of those responsible for Economic Development is to seek out new economic opportunities whilst retaining their existing business wealth. Economic Development, regardless of the size and budget of the Council is about the best use of available resources. This may result in the attraction of multi-million dollar industry precincts following years of planning and investment attraction, or it could be the retention of an employment position at the local hardware shop. There is often intense competition between communities and states competition for new Economic Development projects and opportunities. Economic Development initiatives, regardless of their size or complexity ensure these opportunities are realised.”1 Of note, it has a triple bottom line focus:

Case Study - Business Efficiency Network Council’s Business Efficiency Network (BEN) helps Hume businesses to embrace environmentally sustainable practices to reduce their carbon footprints, save money through efficiencies and network with each other. The BEN is focused on the following objectives: 1/ Create low carbon businesses, 2/ Stimulate a diverse economy, 3/ Support and promote innovation and 4/ Provide a wide scope of opportunities to support business learning. BEN activities focus on energy, water and waste reductions. Hume companies, Close the Loop (CtL) and Futuris, are regular members and through this forum their relationship built up to the point where in 2011 they entered into a joint venture to take plastic waste from industry in Hume and convert it into a range of useful profiles and products (i.e. bollards, retaining walls, street furniture). The joint venture provides 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 Association of Queensland December 2006, Page 1.


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THE HUME CITY CONTEXT Developing an economic strategy to 2030 requires an understanding of the present day situation and challenges, as well as guidance for the future development of the economy. The context which provides this basis for future planning for Hume’s economy is detailed here, and provides an important understanding of the contemporary issues being faced in the economy with particular relevance to Hume City. It is this contemporary analysis which helps shape The Hume Economic Development Strategy 2030.

The northern Melbourne economy is evolving from a traditional manufacturing past to a knowledge economy future that includes retention of high-tech manufacturing. Small to medium size enterprises (SME’s) are particularly vulnerable in times of transition and economic uncertainty. The region’s population encompasses many cultures and offers a workforce with an increasing level of skills and qualifications. Diversity and creativity feature strongly in the inner areas, some of which are noted for their arts and entertainment offerings, while the outer areas are increasingly home to both business and residential development.

PART OF MELBOURNE’S NORTH Hume is part of Melbourne’s North – an integrated regional economy, stretching from the inner middle suburbs to the semi-rural outer metropolitan fringe. The region features excellent road, rail, freight and public transport infrastructure, notable for the presence of Melbourne Airport and significant transport hubs in the outer areas such as the multimodal freight terminal at Somerton. The location of Hume in Melbourne’s North is shown in the following map: Different Areas, Different Images

A major challenge for Hume is the distance travelled to work. The ‘Melbourne’s North – The New Knowledge Economy’ Report (2009) highlighted the great disparity between inner and outer parts of Melbourne in the distance travelled to work and the consequent impact of job productivity.

Moreland: Funky, bohemian, arty, green, energy conscious

Whittlesea Hume

Darebin: Preston Market, cultural diversity, the Arts, alternative Northcote, University precinct

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Banyule: The medical precinct, modern Greensborough, prestigious Ivanhoe, environmental values, restaurants and cafés

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Source – NIEIR (2009)

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GROWTH CORRIDOR Hume City is one of the fastest growing municipalities in Australia. It is one of six growth areas in metropolitan Melbourne with Broadmeadows identified as an Activities Area (BAA). This rapid growth is generating strong demand for infrastructure and services. Within Hume there are two identified municipal growth zones being Sunbury and Craigieburn while in addition Broadmeadows is undergoing revitalisation. The following map shows key aspects of these zones:

Hume has a strong strategic positioning at the crossroads of the Hume Highway (incorporating a railway corridor), Calder Highway, the Metropolitan Ring Road and the proposed future Outer Metropolitan Ring Road. Hume boasts Melbourne Airport, the second busiest airport in Australia for passenger movements and the preeminent aviation hub for the southern part of the continent. Hume is a gateway city with strong capacity for long-term growth.

Hume Economic Context

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The Victorian State Government predicts that the population of Melbourne will reach 5 million by 2030, and possibly between 6-8 million by 2050. Hume is one of the key growth areas of metropolitan Melbourne. By 2030 it is forecast Hume City will have expanded its population to 240,500 people. Currently almost 30% of Hume’s emerging population are 17 years and younger and 8% are aged over 65 years. Those aged 17 and under are expected to increase by 44% from 2006 – 2031 and during this period people aged over 65 years will increase by 190%. This brings significant challenges to the Hume community. During the 2009/10 financial year, over 50% of youth (i.e. 16-24 year olds) were unemployed across north-western Melbourne (including Hume). In addition, an increasing aged population will bring the need for more strategic workforce planning to ensure there is a transfer of skills across generations. Local Government has a role in helping to address these challenges. Hume City is composed of a richly diverse community, representing many cultural, ethnic and social experiences. Approximately one third of residents were born outside of Australia, and

almost 25% were born in non-English speaking countries. Residents within Hume City represent over 140 different countries with 36% of the population speaking a language other than English. This growth area traverses the state’s major industrial and employment region, with nearly one quarter of all jobs in the north-west region of Melbourne situated in Hume. It is therefore the gateway to vital international and interstate markets, particularly in relation to high value added manufacturing exports. Over time, Hume will continue to play a key role in contributing to the national economy and Australia’s global position, with an expectation that employment will grow to between 90,000 and 95,000 jobs by 2030. Alongside economic growth, Hume has been experiencing significant residential growth in the last few decades. It is expected that the development of the growth area will result in an increase of 97,000 residents by 2030.

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 A key challenge will be to supply more affordable housing and a better range of services to support growth including facilities for health and recreation, higher education and lifelong learning. The Hume Municipal Strategic Statement describes some of the key issues facing Hume as: ••

Improving access to employment for residents.

••

Acknowledging the strength of Broadmeadows as a Central Activities Area and large employment generator.

••

Improving provision and access to training and skills development for residents.

••

Recognising the need to encourage generation of new job opportunities to meet the needs of a growing population and that stimulate greater employment sustainability in the region, and improved access of local residents to local jobs.

••

Action is needed to ensure that adequate jobs are created.

••

Recognising the importance of Melbourne Airport as an employment generator and hub for associated business investment.

Case Study - CSL Broadmeadows In July 2010, CSL announced a $235 million expansion of its biopharmaceutical research complex on Camp Road in Broadmeadows. This five-year investment into Australia’s largest biotech facility will generate 320 temporary construction jobs and later 200 new highly-skilled medical research positions by the year 2018. The facility currently develops vaccines however the investment will concentrate on supporting new research into cancer, blood disorders, inflammation, infection and developing drugs for clinical trials. Lifesaving therapies may be developed at the facility while the Victorian Government is flagging its potential to help expand the growing biotech industry. Hume City Council provided CSL with written support and research to assist it with endeavours to secure approval for the investment at the Broadmeadows location.


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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

Economic Profile

Broadmeadows Statistical Local Area

Opportunities

Manufacturing

Business services

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 Local Area

Manufacturing

Business services

Employment generation

Qualifications of residents

Business expansion & retention Improve skills of residents program Sunbury Statistical Local Area

Local employment

Journey to work

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). HUME CITY COUNCIL ECONOMIC DEVELOPMENT STRATEGY 2030

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A snapshot of the key features of the Hume economy is found below:

Table 1 Hume Economic Snapshot

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

Unemployment

8.1%, compared to 6% in Victoria (Mar-01)

Table 2 Hume Economic Snapshot

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


Industry Largest by output


Estimated Resident Population

171,996 (Jun-10)

Population

2.68% growth per annum (over 10 years)

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 GROWTH PROSPECTS FOR HUME

••

Supervisors with a broad set of specialised skills

••

Team leaders

Manufacturing remains a key strategic industry in Hume even though there has been a reduction of jobs in recent years. That said, opportunities exist for high-tech manufacturing, such as an aerospace cluster at Melbourne Airport, ‘green car’ clusters, biotechnology associated with the region’s medical hub and tertiary institutions, and increased food cluster activity.

••

Hand welders

••

Higher level production workers 1

The following manufacturing-related jobs / skills in Melbourne’s north have strong employment prospects: ••

Highly technical skills with problem solving capabilities

•• Robotics skills – more technology and automation. ••

Engineers across a range of automotive industry disciplines.

••

Designers.

••

CAD staff.

••

Product management and marketing.

Other industry sectors with strong growth prospects in Hume include: ••

Retail

••

Building and construction

••

Transport and storage

••

Finance and insurance

••

Property and business services

••

Government and defence

••

Education

••

Health and community services

••

Information, communications and multimedia technology

••

Entertainment, culture and recreation

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 Government Area in Victoria according to the SocioEconomic Indexes for Areas (SEIFA). The economic development landscape within Hume is diverse and requires specific attention to achieve economic and social outcomes for the community due to the high representation of low income families and people with little training and unskilled occupations. Improved learning outcomes are a major contributor to reducing social disadvantage and improving quality of life. Council’s Learning Together 2030 Strategy and Learning Together 3 (LT3) Action Plan 2010-13 provide guidance and structure for Councils approach to addressing these long term issues.

The price of energy continues to increase and is expected to rise significantly over the next decade through a combination of factors including flow-on effects of the upgrade of the national electricity grid and peak oil. Peak oil is the point at which global oil extraction peaks, then declines. It is generally agreed that this peak has either already occurred or will occur this decade, with the Chief Economist of the International Energy Agency predicting oil supply will peak in 2020. Oil prices are projected to rise dramatically due to declining oil production, posing a potential major impact for exposed businesses and industries as well as Hume’s car dependent population.


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CLIMATE CHANGE Climate change is both a major challenge and opportunity for Hume’s future economic development. A global study (Climate Institute, 2009) shows that Australia lags its major trading partners in pricing carbon and regulating greenhouse pollution. The study highlights that a price on carbon has led to substantial investment in clean energy technologies as well as greater productivity and energy efficiency. Australia’s competitors are implementing a broad range of clean energy policies to achieve carbon pollution reductions, taxing imports of energy intensive products, stimulating industry development and increasing energy security. Melbourne’s North will need to transition into a lower pollution economy to remain internationally competitive. While there will be accompanying costs and problems associated with manufacturing, there will also be opportunities for research, design and production surrounding new regulations that will inevitably come into force.

The region has the recognised manufacturing skills, educational capacity and know-how to become a premier manufacturer of environmental protection products. Growth in this sector will rely on the existing skills of the inner parts of Melbourne’s North for design and research while the new outer areas are well placed to manufacture these products. However, many of these opportunities will only be available to innovative companies if government encourages the growth of environmental protection industries and reviews its stand on issues such as input tariffs. If new communities in the north are developed to high standards with energy savings across all buildings and on transport, these savings will make local economies more competitive and sustainable.

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 economy to be: “The global network of economic and social activities that are enabled by information and communications technologies, such as the internet, mobile and sensor networks.” 1 The digital economy is highly dynamic. It will ultimately encompass the entire economy and many, if not all, facets of our society. The digital economy presents Hume with a unique opportunity to open up new markets for engagement and growth. In addition, it will continue to change how we interact and socialise—people can now connect, collaborate and participate online in previously unanticipated ways that enrich their lives. The impact of the digital economy will also include new and emerging uses of technology, such as remote specialist diagnosis of patients, as well as uses that we cannot even begin to imagine. The use of information communication technology (ICT) and e-business skills, as well as the organisational changes enabled by technology are expected to have an increasingly significant role in achieving productivity gains. For businesses, the digital economy can provide opportunities to engage more efficiently with suppliers, and expand and better serve their customer base. 1

Source: www.dbcde.gov.au - The Digital Economy;

defined.

Active participation in the digital economy requires a community which encourages and succeeds in creating a high level of information uses, increased investment in innovation using information technology and a strong focus on information technology skills development. An ubiquitous, affordable, fast and efficient telecommunications service is recognised as key to the development of a knowledge economy in many areas, particularly Hume, and the rapidly developing parts of the region. The National Broadband Network (NBN) will enable local industry and business to compete in an increasingly globalised economy, and rollout of the NBN will commence in Hume through the suburb of Tullamarine in 2012. For Council, this represents the first step in; •• Advocating for accelerated establishment of a next generation broadband infrastructure throughout the City. •• Supporting communities to use this infrastructure to best advantage to create improved, valued and innovative learning, employment and business opportunities. •• Encouraging digital innovation and digital initiatives through case studies and examples, local champions and events that connect with others in the community, business and education to encourage participation.


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KNOWLEDGE ECONOMY Overseas examples have pinpointed the importance of a knowledge economy to the prosperity of regions. Rapid knowledge economy development is based on research, industrial development and both large and small-scale investment. The important characteristic of these economies is their ability not only to generate but to commercialise new knowledge. Melbourne’s North already has a knowledge-based infrastructure of universities, TAFE institutes, research facilities, schools and knowledge-intensive industries. Networks formed by business collaborations and research activities with universities and TAFE institutes lead to greater levels of innovation, improved skills and integration of local industry with global networks. Greater investment in secondary education, career guidance and pathways provides local young people with the opportunity to use their skills and creativity to help grow the local economy. Furthermore, greater vertical integration of education and industry increase opportunities for research and innovation, creating a sound economic base from which to develop greater protection from off-shoring and other supply chain risks. Creativity is also pivotal to a knowledge economy. Successful regions develop an advantage based on

their ability to quickly mobilise talented and creative people, resources and capabilities that can turn innovations into new business ideas and commercial products. Studies have shown that these people are attracted to regions that tolerate and accept diversity and that this type of area is ideal for nurturing the creativity and innovation that characterise the knowledge economy. Business incubators in Melbourne’s North have proved to be a successful way of developing and growing local industry. Support, such as new financial services and micro-loans, assist the early phases of new business development. There is an important correlation between the region’s incubators and appropriately targeted finance. The establishment of additional incubators backed by sound business advice and access to finance for small and start up businesses has the potential to give Melbourne’s North a strategic advantage over other regions. These businesses will need a different style of building if they are going to stay in the region, and the lack of suitable accommodation has also been identified as a barrier to businesses seeking to relocate to the north.


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FUTURE GREEN JOBS The 2010 Victorian State Government report, Jobs for the Future Economy – Victoria’s Action Plan for Green Jobs, describes a range of jobs with strong growth prospects (Table 2). The foreword says that the report “sets out actions across Government to secure jobs in a low carbon economy. These actions

Opportunities •

Table 2 Jobs for the Future Economy, Victoria

• • • •

Create green jobs for the future Build the skills needed in a sustainable, low carbon economy Reduce energy, water and resource consumption Reduce costs for businesses and households Reduce carbon emissions

support jobs growth and will improve environmental outcomes. They are designed to build resilience in our economy, maximise investment, facilitate regional development, and encourage businesses, families and communities to reduce their energy and water consumption.”

Focus of Action • • • • •

Secure more jobs in construction Secure more jobs in energy Drive low emission industry growth Develop sustainability skills Promote innovation

Key Sectors • • • • • •

Building and construction Carbon market services Renewable energy and fuels Electric vehicles Research and development. Resource recovery and recycling

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 capacity for 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 achieving sustainability is providing an Integrated Transport Strategy. HILATS provides the framework by which the integration of land-use and transport is planned and managed together, balancing the use of different modes of transport. HILATS provides guidance and certainty for business about how Transport Planning is approached and managed in Hume.

development and urban intensification. It also assists in addressing the wider, growing issues of climate change and peak oil, population growth, health and wellbeing, congestion, economic growth, accessibility, social exclusion and transport disadvantage.

with

HILATS demonstrates and applies best practice principles, providing a framework by which future development is guided and future projects and actions can be identified, and implemented. The

development issues, and challenges in delivering sustainable communities in growth areas, infill

Hume Integrated Land Use and Transport Strategy (HILATS) focuses on six key themes.

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HILATS Key Themes

HILATS

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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

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 North Western Melbourne as one of 20 Priority Employment Areas across the country. This was in response to hardship experienced in particular regions across Australia as a result of the Global Financial Crisis. In each area, a Local Employment Coordinator was appointed to develop a Regional Employment Plan in partnership with local committees. The ‘North Western Melbourne Priority Employment Area Plan’, released in May 2010, identifies a number of strategies to improve the performance of the labour market. Council areas included in the Melbourne’s NorthWest Priority Employment Area are Hume and Whittlesea in the north and Brimbank, Hobsons Bay, Maribyrnong, Melton and Wyndham in the west. The Commonwealth Government, through the efforts of the Local Employment Coordinator,

is promoting the plan and its contents to people across Melbourne’s northwest. In the 2011 Federal Budget, the Commonwealth announced $45.2m over two years for Local Employment Coordinators and Jobs Expos to support 20 of Australia’s most vulnerable regions until 30 June 2013. This measure also includes $20m for a flexible funding pool to be utilised by each of the Local Employment Coordinators to help kick-start, implement and support local initiatives which aim to create or maximise employment, education and training opportunities in their priority regional areas and $7.9m to conduct approximately 40 Jobs and Skills Expos across the priority regional areas to build upon the work of Employment Coordinators.

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 Tullamarine Airport, is the main airport serving Melbourne and is the second busiest in Australia. It was opened in 1970 to replace the nearby Essendon Airport. Employment at the Airport continues to grow and provides major opportunity for further development in the region, particularly surrounding the airport. Many of the jobs created will be knowledge intensive and there are opportunities for innovation, research and education within

the greater complex. More than $1 billion in investment is planned in the next two years. Melbourne Airport employs 12,500 people and this equates to 11,000 full time equivalent positions. The main employment areas are retail, aviation, air traffic control, air and road transport, airport management, security and hospitality. Melbourne Airport experienced 22 per cent employment growth in the five years to 2008.” 1 1

The ‘Post GFC Swot: Melbourne’s North’ report (2011)


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THE BROADMEADOWS ACTIVITIES AREA The Broadmeadows Activities Area (BAA) is one of the designated Central Activities Areas located within metropolitan Melbourne. It is a significant centre servicing the Hume Growth Corridor and features: ••

A major health and medical centre

••

A vibrant Kangan Institute

••

The Hume Global Learning Centre

••

The Broadmeadows Civic Centre

•• The Broadmeadows Shopping Centre ••

Leisure centre, basketball stadium and new schools

•• The Broadmeadows Magistrates Court ••

Access to large areas of highly valued

recreational space and creek corridors.

The 2009-10 State Budget announced $80.3 million for the Broadmeadows Activities Area to assist its transition to a regional hub for offices and services, supported by a mix of retail, leisure and transport facilities to accommodate a growing population. Of the $80.3 million Victorian Government investment, $62.9 million is being spent over five years to improve pedestrian, cycling and public transport connections and to facilitate private sector investment in the local economy.

BAA projects include: ••

An upgrade for Broadmeadows Station precinct, including an improved station entrance, forecourt and passenger facilities, better access to platforms and a new bus interchange.

••

Creation of an east/west pedestrian and bike path to connect residential and education areas with the station and the town centre.

••

Funding to facilitate the development of affordable housing demonstration projects.

••

A funding contribution towards the improvement of leisure and recreation facilities within Broadmeadows.

••

Targeted investigations and feasibility studies for redevelopment in Broadmeadows.

••

A package of improvements to pedestrian and cycle networks including pedestrian crossings, bicycle lanes and footpaths.

In addition to this, the Victorian Government has also provided $17.4 million for the development of a Government Services Building to co-locate key government community and support services, making essential services easily accessible to people 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 Town Centre Civic and Retail Precinct Development Plan submitted by Lend Lease. The Plan allows for a major activity centre for Craigieburn, a town centre five times the size of the existing Craigieburn Shopping Centre; 55,000 square metres of retail floor space and the potential for 20,000 square metres of commercial/office space. A portion of the site has been designated for recreation facilities and includes areas for community life, including a town square and street focussed activity. There is a future expansion provision as the population grows. Stage 1 of construction commenced in February 2012.

This opportunity involves generating jobs by creating an entirely new employment precinct on a large and under-utilised land tract in Attwood abutting Moonee Ponds Creek, just east of Melbourne Airport. A rezoning of current Green Wedge zoned land to be suitable for commercial and / or light industrial development would be required following further discussions with local communities and other stakeholders. This will have the potential to attract a variety of businesses including: warehousing, commercial, transport and logistics and advanced manufacturing. The benefits of this project would be:

SUNBURY RAIL LINE ELECTRIFICATION

••

Facilitating business and job creation

The Sydenham line is being electrified to Sunbury as part of a $270 million State Government project due to be completed in 2012. Both Sunbury and Diggers Rest railway stations are being upgraded with extra car parking spaces to be provided at Diggers Rest. The upgrade will allow more suburban trains to run during the morning peak. Passengers from Sunbury and Diggers Rest will no longer need to change trains at North Melbourne and wait for a city loop service. Furthermore, in 2010, the State Government announced that transport users on the line will have a choice between V/Line and metropolitan rail services upon completion of the works. This new infrastructure will provide an impetus for significant new business investment in Sunbury and surrounds.

••

Converting land with no current identifiable community benefit into investment and

jobs

••

Reducing freight costs for businesses relocating to the new precinct

••

Opening the airport market to businesses within the new precinct

••

Creating potential synergies for new entrants with existing local companies

••

Delivering a more balanced concentration of goods and services

••

Providing improved recreational facilities for residents and employees

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 economic development of Hume as:

•

LEADER / ADVOCATOR / STEWARD •

Providing a strong and clear vision that encourages new investment.

•

Supporting Regional Development Australia (RDA), a partnership between the three levels of Government to encourage the growth and development of Australia’s regions. RDA committees build partnerships between governments, regional development organisations, local businesses, community groups and key regional stakeholders to provide strategic and targeted responses to economic, environmental and social issues affecting the regions of Australia. Hume works closely with the Melbourne’s North RDA advocating for the area’s interests.

•

•

1

Supporting NORTH Link, an organisation providing leadership in business networking, education and regional development and promotion. It is Melbourne’s North connecting organisation and facilitates information, services and events for business improvement and engagement. Adopting a ‘place management’ approach. “A recent trend has been for councils to appoint place managers to coordinate the delivery of projects and development within centres. Place management professionals are generally employed for activity centres that comprise multiple sites in fragmented property ownership…Funding of place management and related projects is generally provided by the 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

Supporting business leaders to drive implementation of this Strategy, making representations on behalf of the business community on key issues, helping businesses to take ownership of particular themes and become more involved in their local community.

RESPONSIBLE AUTHORITY •

Using Council’s planning framework and regulatory functions to manage the standard of development, diversify the economy, strengthen local and regional integration of supply chains, and deliver the highest standards of infrastructure. Hume’s growth areas, in particular, are playing an increasingly important role in providing jobs. Council works closely with major developers who are advancing new employment precincts. In addition, Council is working closely with the Growth Areas Authority on the planning for Hume’s growth areas (i.e. Growth Area Framework Plans, Precinct Structure Plans).

•

Influencing high quality development through the Hume Planning Scheme.

KNOWLEDGE BROKER •

Promoting the opportunities for industry locating in Hume as a ‘New City’ (i.e. greenfields) and the advantage of its key strategic assets in transport and knowledge based infrastructure.

•

Strengthening Council’s research capacity to make use of economic data, assess risk and support research on how to address local unemployment, harness Hume’s multicultural workforce and latent business demand.

Hume City Retail Strategy (2009)


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INFRASTRUCTURE ENABLER

SUSTAINABILITY LEADER

•

•

Introducing environmental sustainability initiatives to Council assets and service delivery.

•

Continuing to assist businesses with information and forums that enable them to better manage the environmental dimensions of their business and rapidly adapt and transition to a low carbon future.

Providing leadership in the identification and delivery of soft and hard infrastructure across the municipality.

•

Supporting the accelerated roll out of broadband services and uptake by the broader Hume Community.

•

Supporting the development of business incubators and encouraging business innovation activities.

LEARNING AND EMPLOYMENT ENABLER •

Working with business and education providers to enhance opportunities for tertiary and technical skills of residents so they can better access local and regional employment opportunities.

•

Expanding Council’s capacity to support growing small to medium size enterprises through the Hume Global Learning Village (HGLV). The HGLV is a nationally acclaimed innovative partnership that links learning, inclusion and environmentally sustainable economic development.

NETWORKER •

Bringing Hume businesses together to facilitate business to business activities.

•

Developing stronger regional networks that influence decision makers across industry and Government and achieving more orderly, equitable and environmentally sustainable development.

•

Encouraging businesses to increase productivity and integrate with the region’s supply chains.


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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. 2. 3. 4.

POSITION AND PROMOTE HUME AS A PLACE FOR BUSINESS TO PROSPER. PARTNER TO BUILD AND MAINTAIN A GLOBALLY COMPETITIVE ECONOMIC INFRASTRUCTURE. SUPPORT EXISTING INDUSTRIES AND ENTERPRISES TO PROSPER AND DEVELOP SUSTAINABLY. 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.

Our Principles

Our Responsibility

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.

Position Hume as a Promote Hume as a sound choice for key investment and growing a business employment hub

Support the establishment of business

Is to understand what economic success looks like, where it exists within Hume and to celebrate and promote success.

Is to encourage and attract a diverse and competitive range of business and government investment to the City.

Is to help make the cost Is to provide of doing business as opportunities to up skill low as possible while local business operators. ensuring delivery on our other responsibilities.

Research: Maintain a sound evidence based understanding of our local economy.

Proactive: Adopt a proactive role in supporting economic development.

Access: Help businesses to access information, gain approvals and services quickly, affordably, reliably and Pride: Strive to Diversity: Encourage in a resource efficient strengthen community a diverse range of pride. investment opportunities way. Promotion: Promote to increase the robustness of the local and market the economy. opportunities for business in the City. Competitive advantage: Position Support: Assist Hume as a destination the Culturally and of choice for business Linguistically Diverse through a targeted (CALD) community investment attraction to develop their framework. businesses.

Support Business Learning

Deliver: Provide a suite of training and educational programs for local business. Network: Provide networking opportunities for business. Competitive advantage: Through the implementation of the Hume Jobs and Skills Taskforce ensure the supply of labour for business targets local jobs for local people.


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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.

Our Responsibility

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 foundations for economic functionality

Facilitate knowledge partnerships to support growth and innovation

Is to work with key stakeholders to develop the infrastructure and support services that will ensure a thriving economy.

Is to facilitate the growth of knowledge partnerships that encourage the development of robust business models and innovation.

Our Principles

Economic Benefits: Maximise the positive economic benefits from the provision of public infrastructure.

Support strong skills development and jobs pathways Is to work with education providers and businesses to improve pathways to jobs and stimulate employment opportunities for disadvantaged people.

Build local economic sustainability and resilience Is to develop the economy with a long-term focus and collaborate in ways that benefit and strengthen the community.

Community: Support the long-term viability of businesses and allied organisations as a key fabric of the well-being and prosperity of the Equity: Support pathways community. Resilience: Encourage that redress community disadvantage and foster the community to incentives that promote support local businesses both social and economic and buy locally. High quality: Use our Research & growth. regulatory powers and Development: Promote Local Investment: capacity to advocate Leadership: Demonstrate Enhance existing and and support research for economic Council’s commitment by industrial business and development by infrastructure that is providing local residents precincts and encourage local businesses. sustainable and of a investment in activities work experience and high quality. pathways to employment that support existing Hume businesses. with Council. Safety: Provide infrastructure where Encourage employees are safe. development: Facilitate new Partnerships: investment in the City. investigate the Supply Chains: Understand and enhance the functioning of supply chains to support economic Future Proof Design: growth. Plan and design Innovation: Facilitate infrastructure to be the sharing of responsive to current knowledge to support and future needs. and drive innovation.

Education Pathways: Work with the education sector and employment brokers to ensure there are equitable pathways to local jobs.

potential for Public / Private Partnerships.


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GOAL 3: SUPPORT EXISTING INDUSTRIES AND ENTERPRISES TO PROSPER AND DEVELOP SUSTAINABLY

Our Responsibility

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 economy

Facilitate low carbon businesses

Facilitate resource efficient businesses

Is to ensure that the long-term economic viability of the City is built on industries, businesses and jobs that are environmentally sustainable.

Is to acknowledge the contribution to climate change Hume businesses make and endeavour to support them to integrate carbon efficiencies across all they do.

Is to help businesses use water, energy and other natural resources as efficiently as possible.

Is to provide opportunities for business to learn about environmental sustainability. Is to grow the number of business leaders and teachers who can assist others to become sustainable.

Is to support businesses that use resources efficiently, embrace Is to promote environmentally environmentally sustainable sustainable development across transport alternatives, source the City. energy and water efficiently, grow and supply food and seek to eliminate waste responsibly.

Is to enable business to minimise their ecological footprint through providing accessible information and programs and services with partners.

Our Principles

Employment: Enable a range of fulfilling environmentally sustainable employment opportunities to a crosssection of workers.

Low carbon energy supplies: Reduced demand: Support Support business transition to businesses to reduce demand for renewable energy supplies. energy, water and materials in products, buildings, equipment, Reduce energy use: Support and service delivery. business efforts to improve

Economic Benefits: Maximise the economic benefits from the growth of energy efficiency. environmentally sustainable businesses, Embodied energy: Support public infrastructure and supply chains. business efforts to consider the Foster supply chains: Use the BEN as embodied energy of materials in a mechanism to develop supply chain their operations, products and networks to improve environmental services. sustainability for Hume businesses. Leadership: Implement Community leadership: Develop sustainable development business leaders and teachers to principles in all existing and champion and teach sustainability. new Council and community facilities. Accessible information: Communicate regular and user-friendly information about sustainability action. Community empowerment: Build a well informed business community equipped to respond to sustainability opportunities and challenges. Learning by doing: Engage and educate through demonstration of what works and enables businesses to take action.

Closed loop: Support businesses that preference resource use that enables and maximises re-use of water and materials. Minimise waste: Support businesses that re-use their waste products and aspire to zero waste including losses through the production, delivery and use of energy and water and materials. Local Food: Support businesses that reduce the environmental burden associated with producing, transporting, storing and disposing of food. Energy-efficient transport: Support businesses that use or support community efforts to transition to eco-efficient transport.


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GOAL 4: STRENGTHEN COUNCIL’S CAPACITY TO LEAD ECONOMIC DEVELOPMENT IN HUME (PARTNERSHIP AND STEWARDSHIP)

Our Principles

Our Responsibility

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 leadership through action

Long-term and integrated economic governance

Build skill and Engage with our capacity to community and deliver economic stakeholders services

Is to demonstrate our commitment to the economy through our actions.

Is to ensure good governance policies and procedures for economic decision-making and integration with social and environmental sustainability objectives.

Is to ensure that we have the people, the skills and the resources to deliver.

Integrated Decision-Making: All Council decisions are based on consideration of both short-term and long-term economic, social and environmental impacts and opportunities. Quality Information: Council plans, manages and makes decisions based on the best available understanding of current and future risk and need.

Human capital: Council recruits for and develops relevant skills and expertise across all aspects of its business and encourages leadership by staff.

Delivery on our promise: Council has a long-term economic vision for our community and delivers on its promise to help achieve that vision.

Is to understand the needs and expectations of our community, government agencies and stakeholders.

Monitor and evaluate our own performance Is to deliver strong performance. Is to provide open and transparent reporting.

Is to offer these groups the opportunity to provide input into how we design and operate our economic development services. Community focussed: Council designs and delivers services based on a deep and continual appreciation of community needs and expectations. Stakeholder Resources: Council engagement: Council engages has the systems and collaborates and resources to with key support staff and stakeholders in the community decisions about to achieve our how the community economic vision. is shaped and evolves over time.

Open and accountable: Council is transparent about its performance and reports regularly to the community in meaningful ways. Monitoring and evaluation: Council will monitor and evaluate its performance on economic development across all aspects 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