Wollondilly Economic Development Strategy by syi52137



a report to
Wollondilly Shire Council
November 12 2007

Strategic Economics
Page 2
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Any representation, statement, opinion or advice expressed or implied in this report is
made in good faith but on the basis that Strategic Economics is not liable to any
person for any damage or loss that has occurred or may occur in relation to that
person taking or not taking action in respect of any representation, statement,
opinion or advice referred to above.
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Table of contents

Preface                                                                       5
Executive summary                                                             6
1         Introduction                                                        9
2         Wollondilly snapshot                                                10
          Household Incomes                                                   11
          Migration                                                           12
          Qualifications                                                      12
          Mode of Travel to Work                                              12
          Population Futures                                                  13
3         Economic and employment challenges                                  14
          3.1 Booming Economy where not all benefits are shared               14
          3.2 Emergence of the Knowledge Economy                              15
          3.3 Global competition for jobs will increase                       15
          3.4 An ageing population                                            16
          3.5 Productivity and skills                                         16
          3.6 Sustainability                                                  17
4         Planning frameworks impacting Wollondilly                           18
          4.1 Three Cities Structure Plan                                     18
          4.2 Sydney Canberra Corridor Strategy                               18
          4.3 Wollondilly Growth Management Strategy                          19
          4.4 Metropolitan Strategy and South West Sydney Sub-regional Plan   16
5         The South West Sydney sub-regional context                          20
6         Wollondilly local economy                                           24
7         Goals and principles of the EDS                                     33
          7.1 Integrate economic, social & environmental strategies           33
          7.2 Build on local human & environmental attributes                 34
          7.3 Attract sustainable investment and jobs                         34
          7.4 Job Opportunities that match local skills                       34
          7.5 Build Partnerships                                              34
          7.6 Innovation and learning                                         35
          7.7 Realistic and achievable                                        35
8         Business and community perspectives                                 36
          8.1 Critical Issues                                                 36
          8.2 Action Areas                                                    38
9         The role of Wollondilly Council in economic development             41
10        Strategic directions                                                44
          10.1 Planning for economic growth and change                        45
          10.2 Strengthen business competitiveness                            47
          10.3 Consolidating activity centres                                 49
          10.4 Investing in people and infrastructure                         51
          10.5 Marketing Wollondilly                                          53
          10.6 A sustainable economy                                          54
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List of Figures

Map 1:       Wollondilly in a geographical context                          8
Table 2.1    Distribution of household incomes –
             Wollondilly and Sydney statistical Division 2001              11
Table 2.2    Highest qualifications of residents over the age of 15 2001   12
Figure 2.1   Wollondilly Age Distribution (%) 2001-2031                    13
Table 5.1:   Employment lands in South Western Sydney                      22
Map 2        Strategic centres and employment lands in South West Sydney   23
Table 6.1    Jobs in Wollondilly 2001                                      25
Table 6.2    Wollondilly: The top 30 occupations for residents 2001        26
Figure 6.1   Southern Coalfields employment                                27
Table 6.3:   Hospitality, cultural and recreational industries
             employment in Wollondilly and Wingecarribee (2001)            31
Table 6.4    A SWOT analysis of Wollondilly                                32
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Wollondilly Shire Council is committed to improving employment and learning opportunities for their
residents. To guide this process, the Council engaged Strategic Economics to prepare an Economic
Development Strategy (EDS). The Council requested a succinct project and to provide direction to the
Council on economic development. The intention was to build on work already undertaken, consult
with the community and to focus on key actions to assist the Council strengthen economic
development outcomes.
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Executive summary

Wollondilly is recognised as a wonderful place to live.         People like Wollondilly because of the
magnificent environmental attributes and lifestyle qualities.     The area is undergoing change and is
situated in one of the most rapidly growing areas of Australia. The population of South West Sydney
is forecast to double to around 600,000 people by 2030 and the population of Wollondilly is
conservatively forecast to increase by around 13,000 residents to 53,000 over this period.

To improve job opportunities for residents, local economic development is a priority. A stronger local
economy would not only assist local residents by increasing opportunities for good jobs, it would also
improve investment in the local area and bring social and environmental benefits by reducing long
journeys to work, particularly by car. Good jobs refer to jobs that meet the needs and aspirations of
the resident workforce, ranging from part-time jobs with flexible hours to highly remunerated jobs
with good career paths.

The Economic Development Strategy analyses key industry strengths and argues there are a number
of opportunities to increase investment and jobs in primary industries, manufacturing, logistics, retail,
local trades, tourism and recreation and community services.       Strong leadership is required by the
Council, the business community and broader community to implement key actions identified in this

The Council has a particularly important role in articulating a vision for the local economy, planning for
and facilitating new economic opportunities, and advocating and marketing the area to prospective
investors. The Council needs to review what type of businesses should be encouraged to grow, how
many jobs does the area need to strengthen employment self-containment, how much land is required
for the growth of industries and commercial activities, and look at ways partnerships can be
strengthened with business and other tiers of government.

The goal of the Economic Development Strategy is to encourage increased business investment, good
jobs and learning opportunities within a framework that improves the quality of life of residents and
values the area’s outstanding natural environment.

The Strategy is based on 7 principles:

    o     Integrate economic, social & environmental strategies
    o     Build on local human & environmental attributes
    o     Attract sustainable investment and jobs
    o     Job opportunities that match local skills
    o     Build partnerships
    o     Innovation and learning
    o     Realistic and achievable

The Strategy outlines six strategic directions (See Section 10) and a number of possible actions to
assist the Council implement the Economic Development Strategy. The six strategic directions are:

    o     Planning for economic growth and change
    o     Strengthen business competitiveness
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o   Consolidating activity centres
o   Investing in people and infrastructure
o   Marketing Wollondilly
o   A sustainable economy
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Map 1: Wollondilly in a geographical context
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1        Introduction

The purpose of the Wollondilly Economic Development Strategy (EDS) is to analyse the existing
economy of Wollondilly in the context of the local, regional and metropolitan economies, examine a
number of possible economic futures and identify strategies and actions to enable the Council to attain
its economic and employment goals.

Economic development is about improving living standards and the quality of life for residents, and
enabling people to fulfill their potential in work and learning. Some communities are concerned with
the term economic development. It is often equated with new investment by heavy industry, more
pollution and more congestion. This is a narrow and outdated view. In this Strategy, it is argued that
Wollondilly will be in a better position to attain its social and environmental goals if it strengthens its
local economy in ways that reduce long commuting distances by car and provides more local
employment opportunities for residents, with a particular interest in young people in Wollondilly.

In this Strategy, the parameters for economic development are set by the overarching vision for the
area, as set out in Wollondilly Vision 2025. The EDS will be guided by the area’s vision and policies.
The Council aims to protect the natural environment and the lifestyle qualities of the area. Hence, the
focus of the EDS is based on sustainability principles – the integration of the economy, social well-
being of the community, and the area’s extraordinary natural environment.

Wollondilly is growing and changing.     In planning for population and labour force growth, the area
must plan for a more complex and sustainable economy. In growing peripheral areas of metropolitan
areas, population growth typically precedes and drives new economic opportunities (eg retail, business
and community services, construction).      These jobs are necessary although not usually sufficient.
Local job growth normally lags labour force growth in growing areas on the fringe and this results in
high commuting and higher than average unemployment.
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2           Wollondilly snapshot

Wollondilly is located on the fringes of metropolitan Sydney. It is one of the largest Local Government
areas in Sydney, covering an area of approximately 2,558 square kilometres. The 2006 ABS Census
states the population in Wollondilly is 40343 persons in 2006 with around 1.9% of the population
indigenous. Around 13.5% of the population was born overseas, a low proportion by metropolitan
Sydney standards.     It is a diverse area, comprising ecological sensitive national parks and water
catchment areas, agriculture lands, abundant coal reserves and a scattering of rural residential
dwellings and a network of 16 villages.     More than 50% of the local government area consists of
national parks and sensitive water catchment areas.

Wollondilly has a rich indigenous and European heritage. The original settlers were predominantly the
Tharawal people and the area contains hundreds of sites of significance to the local aboriginal
community. This includes rock paintings and drawings, engravings, open scatters of artifacts, grinding
grooves and scarred trees. The original European settlers came early to South West Sydney attracted
by the suitable land for agriculture. Early clashes between Aboriginals and European settlers resulted
in massacres at Appin and nearby Broughton Pass.          The area comprises a network of towns and

                  Douglas Park
                  The Oaks
                  Mt Hunter
                  Belimba Park

Many small settlements evolved to service agricultural industries and others developed around the main
Sydney-Melbourne transport corridors, including the Hume Highway and the main Sydney-Melbourne rail
line, which was constructed in 1875. A number of settlements – Picton, Tahmoor, Bargo, Yanderra –
were bypassed when the Southern Freeway was constructed in 1975.          The straightening of the Main
Southern rail line cut rail services to Thirlmere and Buxton.

The population has grown at around 2% per annum and, on current projections, is expected to reach
around 55,000 to 60,000 by 2031. If pressure to increase housing supply in greenfield areas doesn’t
abate, however, it is possible that Macarthur South may be required, leading to higher population
growth within Wollondilly.
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The local economy (see Section 6) was initially underpinned by agriculture and mining. The significance
of these activities declined in relative terms. Agriculture became less competitive as land-use conflicts
with urban development, increasing rural land prices and transport and technological innovations
created more opportunities for large scale agriculture distant from population centres. Coal mining was
rationalised from the early 1980’s with the close of the Burragorang Valley mines and the increased
competition from open cut mines. Both of these primary activities remain important, with high mineral
prices re-activating interests in the Southern Coalfields, and water, high energy prices and the
sustainability agenda spurring interest in agriculture in the Sydney Basin.

The growth of metropolitan Sydney and associated infrastructure improvements, particularly the
Southern Freeway/M5, has increased the popularity of fringe areas such as Wollondilly for new
residents. People can travel to the city by car in an hour (on a good day!) compared to 2.5 hours prior
to the construction of the freeway and the Sydney Orbital Network.             Train commuting - although
impeded by the fact that the line is not electrified south of Macarthur - is still reasonably accessible
despite poor service levels.     A key attraction is that people can live in quiet and rural settings
surrounded by spectacular natural attributes and yet be in proximity to Australia’s global city. Another
attraction is the relative affordability of the area compared to the average in metropolitan Sydney.
Whereas the median price for a house in Wollondilly was $373,000 in June 2006, it was around
$475,000 in metropolitan Sydney.      Median prices for flats and units were $265,000 in Wollondilly,
compared to $385,000 in metropolitan Sydney over the same period 1 .

Some of the key socio-economic trends relevant to the EDS include the following:

Household incomes

Household incomes are relatively stable in Wollondilly. In 2001, the area tended to have a:

    o    Lower proportion of residents over the age of 15 with household incomes less than $500 per
         week compared to the metropolitan area.

    o    Higher proportion on middle incomes of between $500 and $1,500 per week

    o    Lower proportion with more than $1,500 per week.

Table 2.1 Distribution of household incomes – Wollondilly and Sydney statistical Division 2001
Weekly household income (household) Number                       Wollondilly (%)      Metropolitan Sydney (%
Less than $499                                       2,405                    20.4                  22.6
Between $500 and $1,499                              5,269                    44.6                  38.6
More than $1,500                                     2,708                    22.9                  27.1
Not stated                                           1,414                    12.0                  11.7
Total                                              11,796                100.0                    100.0
Source: Australian Bureau of Statistics: Census of Population and Housing 2001

         MACROC, Macarthur Economic Profile, December 2006.
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Of the 40 343 residents living in Wollondilly in 2006, around 12 902 had moved their address at least
once in the previous 5 years.   More than 4,300 had moved homes within the Shire, over 8,200 had
migrated from other parts of NSW, 417 from other parts of Australia and 305 from other countries. On
the other hand, over 6,300 migrated from Wollondilly to other parts of NSW, and 965 to other parts of
Australia. This suggests a reasonably high degree of mobility both into and out of the area.


The qualifications of Wollondilly residents over the age of 15 are set out in Table 2.1. Compared to the
metropolitan average, the Table indicates that Wollondilly had:

    o    A smaller share of the population with a bachelor or higher degree (6.8% compared to 15.2%).

    o    A larger share with vocational qualifications (22.2% compared to 15.3%)

    o    A large proportion with no qualifications at all (53.7% compared to 48.7%).

Table 2.2
Wollondilly: Highest qualifications of residents over the age of 15
    Highest qualification              Number                     %         Sydney Statistical
Bachelor of higher degree                   1,874                     6.8               15.2
Advanced diploma or diploma                 1,798                     6.6                8.2
Vocational                                  6,087                  22.2                 15.3
No qualifications                          14,737                  53.7                 48.7
Not stated                                  2,943                  10.7                 12.7
Total                                     27,439                  100.0                100.0
                            Source: Australian Bureau of Statistics 2001

Mode of travel to work

Wollondilly is highly car dependent, due to relative poor public transport to and from dispersed villages
and poor services overall. In 2001, around 4.7% of the labour force used public transport, compared to
17% for Sydney metropolitan area. Car dependence, around 59% of the labour force travels to work by
car, imposes a high social and environmental cost on the community.
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Population futures

As the Australian population ages, more emphasis will be given to meeting the needs of an older
population.   This includes planning for recreational, part-time work and health activities.   Figure 2.1
shows the age distribution of the population in 2001 and estimates to 2031. The figure indicates that
the over 65 population will triple over the period, from around 3,000 to 10,000 persons.

Figure 2.1

                              Wollondilly age distribution (%) 2001-2031

                 0-14            15-25            25-44            45-65            65+
                                                                                               2001   2031
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3          Economic and employment challenges

Planning for economic and employment growth is not getting any easier. One major challenge is to
anticipate and plan for structural changes in the economy.            For example, a lot of effort went into
planning    new   employment     lands    in   metropolitan   outer   suburbs   to   accommodate   expected
manufacturing employment for the rapidly growing labour force in the early 1970’s.                 The new
manufacturing jobs never came.           In fact, increasing international competition, followed by tariff
liberalisation, resulted in severe job losses.

Another challenge was how to respond to the challenge of globalisation and the rise of the knowledge
economy. Globalisation strengthened links between what came to be termed global cities. Cities with
strong global links – through corporate networks, high skilled workforce, communication infrastructure
and air services – boomed; whilst those focused on local and sub-national economies and older
industries floundered. Not all areas within successful global cities benefited from change.

On a national scale, central Sydney was initially the main beneficiary of globalisation, with rapid
growth and concentration of finance and business services. But there was a downside. Low interest
rates and concentrated economic activity stimulated property prices.

Higher property prices have been experienced on the fringe areas. The ending of the property cycle
has resulted in New South Wales lagging national growth.              High property prices put pressure on
households and migration into Sydney slowed because it is less affordable.

3.1        Booming economy where not all benefits are shared

Official unemployment rates – at around 4.5% or nationally at around 489,000 - are at their lowest in
more than a generation. An economy with high employment has a number of implications. It implies
an economy that is running at full throttle with the emergence of skill shortages as the economy

It must be borne in mind however that a person is defined as employed if they work more than one
hour per week.     A large number of adults are under-employed. They currently have a part-time or
casual job and they would like to work more hours.               In addition, we have what are termed
discouraged workers – workers who have left the labour force because employment options are
limited. The Newcastle Centre for Full Employment and Equity 2 estimated that nationally, at the end
of 2006, there were 576,000 under-employed workers. It needs to be emphasised that some parts of
our metropolitan cities remain marginalized with high unemployment, poor skills and poverty.

Unemployment in Wollondilly remains low, at around 4.3% (ABS Census 2006). But the lack of local
job opportunities may pressure people to leave and to look for work elsewhere, and this particularly
impacts young people.

           Newcastle Centre for Full Employment and Equity, Hours based underutilization
           indicators, Newcastle University, 2007.
                                              Page 16

3.2           Emergence of the knowledge economy

Labour market changes are likely to have a major impact on employment growth. The shift to the
knowledge based economy is accentuating growth of high skilled knowledge based jobs, and the
decline of many lower skilled jobs (with the important exception of in-person service workers). Over
the past 15 years in particular, the evidence highlights the increasing knowledge intensity in industries
and occupations: where new knowledge is constantly being created and old knowledge superseded
(i.e. creative forgetting); scientific and technological research creates high value-added knowledge
and upgrades skills in traditional as well as high technology industries, and the exploitation of
knowledge continually creates new knowledge that can be exploited commercially.

Continuous learning plays a central role in the knowledge based economy.               In this context,
“Individuals and institutions need to renew their competencies more often than before, because the
problems they face change more rapidly.         And at the same time the segments of society that are
affected by accelerating change have grown considerably.         Therefore, in a wide set of economic
activities what constitutes success is not so much having access to a stock of specialised knowledge.
The key to success is, rather, rapid learning and forgetting (when old ways of doing things get in the
way of learning new ways). Narrowly defined skills may actually even hamper rather than support
economic success 3 ”.

The consequences for Wollondilly are significant. The area has a shortage of knowledge based jobs, it
lacks strategic education assets such as a university or TAFE presence, and the inadequacy of
broadband infrastructure, unless addressed, will impede growth of high income jobs such as home-
based businesses.

3.3           Global competition for jobs will increase

Until recently, industrial regions within metropolitan areas were most at risk from global competition,
with the relocation of manufacturing to lower cost countries. Increasingly service based jobs will be
faced with global competition. Over the next decade, due to rapid improvements in technology, many
more service jobs will become more tradeable and outsourced to other countries. According to Alan
Blinder 4 :

“In the future, and to a great extent already in the present, the key distinction for international trade
will no longer be between things that can be put in a box and things that cannot. It will, instead, be
between services that can be delivered electronically over long distances with little or no degradation
of quality, and those that cannot”.

Unlike manufacturing, where it was predominantly lower skilled jobs that shifted offshore, global
competition for a broader range of service jobs will intensify. This includes knowledge-based jobs as
well as more routine service jobs.        The determinant of competition will be what services can be
delivered electronically and what can’t be. Hence, it is not only typing and call centre operations, but
the work of security analysts, radiologists, computer programmers, architects and accountants that

              Danielle Archibugi and Bengt-Ake Lundvall, The Globalizing Learning Economy, Oxford
              University Press, Oxford, 2004.
              Alan S. Blinder, Fear of Offshoring, CEPS Working Paper No. 119, Princeton University,
                                              Page 17

can be done offshore.      In these circumstances, the most competitive local jobs will be those that
require a high degree of personal service such as taxi drivers, waiters, cleaners, actors, doctors and
teachers. In Australia, we are still planning for a sustained growth of advanced service jobs in our
central metropolitan areas.      The point is that we need to be aware that employment growth in
metropolitan cities in future may not necessarily follow the trajectory of the past.

3.4       An ageing population

An ageing population is a critical issue confronting Australia, not just metropolitan areas. One in four
Australians will be more than 65 years old by 2044-45. But as baby boomers start leaving the labour
force in large numbers over the next few years, this is also expected to have short term impacts.
National labour force growth is declining dramatically – from around 1.9% p.a. in the 1990’s, 1% p.a.
now and around 0.4% p.a. by 2016.

Participation rates (% of the over 15 population in the labour force) have been increasing over the
long term, from 61.3% in 1980 to 64.4% in 2005. In fact, a recent study, which adjusts estimates of
participation rates, estimates that participation rates are around 65.6%, the fifth highest of all OECD
countries 5 .   If existing trends continue, however, an ageing population and labour force will lead to a
decline in participation rates. The ABS projects that the labour force participation rate is expected to
decline to 60.6%.

Wollondilly is expected to have higher labour force growth than the national average, due to
population growth and younger population groups moving to the area because of affordability and
lifestyle reasons.     This reinforces the argument why a strong commitment to local economic
development is required.

3.5       Productivity and skills

As the economy approaches full employment it becomes more difficult to stimulate productivity
growth. Some scope still exists to increase participation rates. Opportunities to skill up unemployed
and lower skill workers are considerable. This requires greater attention to numeracy and literacy and
other foundation skills to better tap the potential of more marginalized groups, and the redesign of
work is one of the key reforms that could stimulate productivity growth. But a national urban agenda
would make an important contribution to boosting national productivity growth.         For example, long
commuting times impedes employment potential.            Traffic congestion impedes the productivity of
firms. Lack of affordable housing in strategic locations is increasingly impeding good job opportunities
for some semi-skilled workers. Poor provision of childcare and lack of proximity of childcare facilities
in relation to workplaces limits workforce participation rates.

          Productivity Commission
                                            Page 18

3.6      Sustainability

The sustainability agenda (and declining global oil production) is set to fundamentally transform cities
over the next two decades, resulting in significant and many unforeseen impacts on investment,
employment, skills and the location of jobs 6 .      Higher energy prices and taxes, as well as new
regulations and programs will have a transformative impact on the built environment and transport
networks. The current model of workers in outlying areas commuting long distances by car to more
centrally located jobs will not be sustainable economically and socially if oil prices reach $US100 barrel
in the next three years – a not unlikely scenario.

Wollondilly needs to be developed in the context of a sustainable sub-region of South West Sydney,
with emphasis given to strengthening accessible employment centres such as Liverpool and
Campbelltown, and increasing the supply of local employment lands.

Cities that embrace the opportunities for innovation and sustainability around environmental
performance will prosper.     Those stuck with industrial age inefficient building stock and freeway
dependent transport networks will become less competitive and will lose jobs.         The alternative to
sprawling cities and high density cities is a sustainable city based around networks of centres and a
strong degree of employment self-containment at a sub-regional level within metropolitan areas.
Higher transport cost might even convince firms that we can make more things in Australia, a positive

The forces to decentralise economic activities and jobs served by good public transport will grow,
leading to greater integration between where people live and where they work.                 A national
commitment to high speed broadband infrastructure is critical, not only to boost national productivity,
but also to facilitate a better integration of where people live and where they work in our cities. Home
based work has grown at a lower rate than we expected but improvements in communication
technologies which provide for more secure data flows and home based video conferencing will
accelerate these opportunities.

         Workplace Research Centre (USYD), Strategic Economics, Energy Solutions, Going with the
         Grain? Skills and Sustainable Business Development, a report to the NSW Board of
         Vocational Education and Training, 2007.
                                               Page 19

4         Planning frameworks impacting Wollondilly

A number of plans have been prepared that will impact the development of Wollondilly and its economy.

4.1       Background

The Three Cities Structure Plan – comprising Campbelltown, Camden and Appin         – was released in
1973. The NSW State Planning Authority purchased thousands of hectares, much of it in the Appin
area of Wollondilly, for future urban development and to enable the Southern Freeway to be built,
which in part would service the growing population.          In 1980 the Planning and Environment
Commission published a Review of the 1968 SROP and concluded that population growth to the end of
the century would be far slower than that predicted in the 1960s and 1970s. As a consequence the
Review recommended that two of the Growth centres identified in SROP, the North West Sector and
Appin, be abandoned 7 .

In fact, population pressures did not abate in metropolitan Sydney, resulting in the NSW Government
investigating the Macarthur South and South Creek areas for urban potential in the early 1990’s.
Neither of these proposed urban sectors went ahead at that time because of a number of unresolved
issues. In the case of Macarthur South these issues included significant underground coal reserves and
the high cost of infrastructure.

Since that time the Government has released the North West and the South West Growth Centres.
High housing prices and up-front infrastructure costs are impeding Sydney’s economic and social
development. Macarthur South remains an option to increase residential development in Wollondilly
in proximity to major infrastructure networks.     More recently, approval have been given for a joint
venture between Bradcorp and Lend Lease to proceed with the first stage of a large residential
development close to Wilton, and other developers are purchasing large landholdings in an area
covering Macarthur South.

4.2       Wollondilly Vision 2025

In 2003/04 the Council in conjunction with the local community prepared its Wollondilly Vision 2025
document. The Vision document sets out nine separate visions for the Shire being
      o   A wealth of native flora and fauna
      o   Healthy waterways
      o   Protected rural character and environmental heritage
      o   Working sustainable farms
      o   Well designed towns and villages
      o   Invigorated main streets
      o   Green space and recreational networks
      o   Integrated transport networks
      o   An integrated community

          Bob Meyer, Macarthur to Marsden Park: Sydney’s three growth centres, an answer to
          sprawl, 2007.
                                            Page 20

The Vision document also sets out visions for each of the towns and villages and the framework for
managing potential growth around each of them. It is particularly designed to minimize the impact on
rural lands and aims to promote sustainable urban development. Increased residential densities are
designed to provide new opportunities for local businesses and to reduce scattered car based
development, as well as to offer opportunities for affordable housing.      It is also recognised that the
prevalent low density development imposes significant and inefficient infrastructure costs on the area.

4.3      Metropolitan Strategy and South West Sydney Sub-regional Plan

The Department of Planning released its Sydney Metropolitan Strategy in 2006 which includes the
Wollondilly local government area. The Strategy emphasizes the management of population growth in
the Growth Centres and existing urban areas. Macarthur South is recognized as a long term option for
future growth.

The Department of Planning has embarked on a partnership with groups of councils to undertake sub-
regional planning to determine the structure and future distribution of zones to accommodate housing
and employment growth.       The sub-regional plans are based on the principles of the Metropolitan
Strategy, and provide employment capacity and dwelling targets for each sub-region, and analysis
taking account of specific features of the individual sub-region.

Strengthening economic activity and employment growth in the three Western Sydney sub-regions
(West Central, North West and South West) is one of the greatest challenges of the Metropolitan
Strategy. The Metropolitan Strategy identifies a number of initiatives to facilitate job growth, relevant
to the South West Sydney Sub-region, which comprises Liverpool, Campbelltown, Camden and

Firstly, there is a focus on strengthening the competitiveness of centres, including the regional city
(Liverpool), the strategic centre (Campbelltown), and planning for the emerging centre of Leppington.
Actions include major public investment in transport and social infrastructure, major infrastructure
commitments (eg accelerated delivery of the South West Rail Link) and detailed centre plans designed
to encourage investment and diversification of these centres.

Secondly, the Metropolitan Strategy concluded that Sydney has a shortage of employment lands. The
Strategy identifies new areas for employment lands including land identified the Metropolitan Strategy
in the North West Structure Plans.       The South West Sub-region is an important sub-region to
accommodate future employment lands, due to locations along the rail and road corridor, as well as
rapid growth of the sub-regional labour force.
                                            Page 21

5        The South West Sydney sub-regional context

In the Metropolitan Strategy, Wollondilly is a local government area in South West Sydney, an area
covering more than 3,300 square kilometres. South West Sydney includes Liverpool, Campbelltown,
Camden and Wollondilly local government areas, the most rapidly growing region in the Greater
Metropolitan Region and one of the most rapidly growing regions in Australia. Population of the region
grew by 100,000 residents to around 390,000 between 1991 and 2001, an increase of 32%.

The region accommodated around 19% of Sydney’s population growth between 1991-2001, compared
with the Western Corridor (Blacktown, Penrith), which accommodated 14% of Sydney’s population
growth, and the North West Sydney (Hawkesbury, Baulkham Hills), which accommodated around 7%
over the same period.

The population of South West Sydney is projected to increase to 600,000 by 2021.

A strategic priority of the Metropolitan Strategy is to increase employment self-containment in rapidly
growing urban areas.     This process is occurring.    Employment in South West Sydney more than
doubled between 1981 and 2004, from 63,000 to 127,000 jobs.                  The Metropolitan Strategy
establishes an employment capacity target of 207,000 jobs by 2031, an increase of 80,000, or 63%,
the biggest percentage increase of jobs in metropolitan Sydney. There is a strong focus on Liverpool,
Campbelltown and the identified strategic centre of Leppington.

The other focus is to strengthen a network of employment lands to assist the South West in
strengthening employment self-containment.        Historical evidence suggests that there is always a
significant lag between population growth and jobs growth in rapidly growing urban areas.

The region’s economy is undergoing major transformation. Intensified global competition, associated
with tariff liberalisation and the relocation of manufacturing to lower cost countries particularly China,
has resulted in a long term restructuring of manufacturing.          Trade dependent industries have
experienced employment declines, but manufacturing remains strong in areas where transport costs
are high and close access to local markets is important. This includes building materials and products
and some areas of metals and engineering. The South West Sydney region has a small but important
group of high value added manufacturers in industries such as machine tools, metals, aerospace and
advanced materials.

Globalisation has substantially increased trade flows, particularly imports, and this has resulted in
substantial growth in logistics activities in the area, predominantly transport and storage.
Improvements in road infrastructure, particularly the M5 east extension and the opening of the M7,
have strengthened linkages between the region and Sydney Airport and Port Botany. The capacity of
Port Botany is to be increased from around 1.2 million TEU to 3 million TEU per annum. Around 75%
of container movements are imports and 25% are exports. As a consequence, vacant industrial land
initially set aside for manufacturing is being quickly developed for warehousing, distribution, truck
parking and maintenance depots etc.

Globalisation, increasing trade dependence and the proximity to Australia’s main economic gateways
of Sydney Airport and Port Botany is driving demand for logistics activities. Lack of space around Port
                                             Page 22

Botany and affordable land is driving them to the south west. More firms engage in global trade, and
as they become more specialised, they outsource activities that were traditionally undertaken in-
house.   The concept of efficient supply chains, where goods and materials flow rapidly between
suppliers, producers and customers increases demand for transport and logistics. The growth of E-
Commerce and reduction in inventories also drives demand for transport and logistics.

Population growth in the region is the greatest spur for new economic activity.          Most employment
growth in South West Sydney in the past decade has occurred in retailing, construction and
community services including health and education. The largest employment increases in the South
West in the medium term are forecast to be specialist managers, business and information
professionals, educational professionals, other associate professionals, construction tradespersons,
intermediate service workers, road and rail transport drivers and elementary sales workers.            Job
losses   are   expected   for   mechanical   and   fabrication   engineering   tradespersons,   automotive
tradespersons, other tradespersons, secretaries and personal assistants, intermediate machine
operators and factory labourers 8 .

Population growth and the emerging infrastructure network are driving opportunities for employment
lands in South West Sydney.       The region contains around 2,177 hectares of employment lands, with
around 400 hectares or 18% of this land vacant.         The region is absorbing around 50 hectares per
year. The Economic Development Plan for MACROC estimates that this is increasing to 80 hectares
per annum. Current supply and vacant employment land in South West Sydney is set out in Table 5.1

The region continues to attract firms from inner and southern Sydney looking for affordable land,
more space and large population catchment areas. The improvements in transport infrastructure with
the M5 extension and the completion of the Sydney Orbital have driven investors and users to look at
the South West Sydney market.         This is starting to have significant impacts on Wollondilly where
developer interest is high to identify new greenfield sites for transport and logistics industries.

Many industrial firms also look to locating close to customers and a skilled workforce. The doubling of
the population in South West Sydney is attractive to firms involved in local services. This includes
demand for light industrial activities, storage and distribution, factory units, bulky goods, hardware
facilities, nurseries, gardening and building suppliers.

         Strategic Economics, Internal databases and forecasts.
                                             Page 23

Table 5.1: Employment lands in South Western Sydney

      Employment lands area           Zoned employment lands (hectares)         Vacant employment lands

  Chipping Norton                                          97.3                                3.62

  Crossroads                                               46.1                               23.68

  Moorebank                                                27.0                               12.00

  Orange Grove                                             40.5                                5.62

  Prestons                                                224.0                               64.35

  Sappho Road/Warwick Farm                                 40.3

  Camden                                                    2.8                                0.13

  Narellan                                                 40.9                                9.56

  Smeaton Grange                                          230.2                               84.11

  Campbelltown                                            160.4                               29.86

  Ingleburn                                               735.8                               45.60

  Minto                                                   318.8                               36.75

  Appin                                                    11.0                                3.10

  Bargo                                                     2.0                               0.075

  Maldon                                                  104.0                               55.40

  Picton                                                   32.0                                4.52

  Warragamba/Silverdale                                    64.0                               18.70

  Total                                                  2177.0                              397.10

                              Source: MACROC (amended by Strategic Economics)

The table above over-estimates employment land vacancies in South West Sydney. Topographical,
environmental and market constraints will significantly reduce the amount of land available. This is
demonstrated by the case of employment lands in Wollondilly, where much of the land designated
here as vacant has actually been taken up or is unsuitable for industrial development.
                                Page 24

Map 2 Strategic centres and employment lands in South West Sydney

                           Source: Department of Planning
                                             Page 25

6        Wollondilly local economy

Wollondilly is part of the South West Sydney sub-region.       South West Sydney includes Liverpool,
Campbelltown, Camden and Wollondilly local government areas, the most rapidly growing region in
the Greater Metropolitan Region and one of the most rapidly growing regions in Australia. Population
of the region grew by 100,000 residents to around 390,000 between 1991 and 2001, an increase of
32%.    The region accommodated around 19% of Sydney’s population growth between 1991-2001,
compared with the Western Corridor (Blacktown, Penrith), which accommodated 14% of Sydney’s
population growth, and the North West Sydney (Hawkesbury, Baulkham Hills), which accommodated
around 7% over the same period. The population of South West Sydney is projected to increase to
600,000 by 2021.

A central strategic priority of the Metropolitan Strategy is to increase employment self-containment in
rapidly growing urban areas.    In South West Sydney the aim is to provide for 80,000 new jobs by
2031.   There is a strong focus on Liverpool, Campbelltown, to a lesser extent Narellan, and the
identified strategic centre of Leppington.

The other focus is on a network of employment lands to assist the South West in strengthening
employment self-containment.      Historical evidence suggests that there is always a significant lag
between population growth and jobs growth in rapidly growing urban areas.

Wollondilly has a smaller population than the other local government areas in South Western Sydney.
Population forecasts from the Department of Planning estimate that the area’s population will increase
from around 38,000 in 2001 to 53,000 in 2031. This will increase the workforce in Wollondilly from
(20,000) to (28,000).

Employment self-containment is low with around 70% of the workforce leaving the area for work.
Because Wollondilly is relatively isolated and public transport is poor, most resident workers
experience significant travel times for a large proportion of the population, resulting in significant
social and environmental costs. With the workforce conservatively forecast to increase by 8,000 in
the next 24 years, a key objective is to significantly increase employment self-containment by 2031.
This is a significant task for Wollondilly. To increase employment self-containment from 30% to 40%
for example, Wollondilly would need to generate more than 4,000 new jobs, an increase of 60% more
than the number of local jobs in 2001. To increase employment self-containment to 50% by 2031,
Wollondilly would need to generate an additional 7,000 jobs, a doubling of the number of local jobs
over the same period. It needs to be emphasised that 50% self-containment, where 1 in 2 workers
leave the area every day, itself is not an optimal solution. But is may be an achievable target.

Wollondilly has a small economy.       Gross local product in 2005/06 has been estimated at $993
million 9 . Official unemployment rates are low, with around 3.3% unemployed, more than 2% points
below the average for Greater Western Sydney. 10       Annual labour force growth – at 6.7% - is high,
indicating new entrants into the workforce or more returning to the workforce. Its key industries are
rural activities such as poultry and horticulture, mining, manufacturing, retail and community services.

         MACROC, Macarthur Economic Profile, December 2006.
         GWSEDB, Greater Western Sydney Regional Economic Profile, 2006.
                                           Page 26

The area’s proximity to Sydney and natural beauty is a strength that needs to be built on to
encourage the growth of tourism and recreational industries that remain small. The economy includes
primary resources and industrial activities based around a network of villages.      One of the central
challenges is that local markets are fragmented and small. This makes it exceedingly difficult for the
area to attain critical mass in key activities – such as retail, tourism and recreation, and health and

Industry sectors can be analysed at broad industry level. Table 6.1 shows the number of jobs in
Wollondilly, regardless of whether they are taken by local residents or not. The table indicates the
major industries in the area are manufacturing, mining, retail, construction, agriculture, property and
business services, education and health and community services.

 Table 6.1 Jobs in Wollondilly 2001
    Industry                                         Number of jobs
    Agriculture, Forestry and Fishing.                            635
    Mining                                                        827
    Manufacturing                                                 999
    Electricity, Gas and Water Supply                             112
    Construction                                                  739
    Wholesale Trade                                               291
    Retail Trade                                                  788
    Hospitality                                                   245
    Transport and Storage                                         346
    Communications                                                 59
    Finance and Insurance                                          88
    Property and business services                                617
    Government administration and Defence                         225
    Education                                                     534
    Health and community services                                 438
    Cultural and recreational services                            113
    Personal and other services                                   220
    Other                                                          99
    Total                                                      7,375
        Source: Australian Bureau of Statistics

Table 6.2 indicates the main occupations of resident workers of Wollondilly. Comparative analysis of
labour market data indicates that Wollondilly has:

    o    A smaller concentration of knowledge based workers – specifically managers and
         professionals - compared to the metropolitan average.    Local government areas such as
         Wingecarribee and Penrith have explicit strategies to attract knowledge based workers
         through the provision of executive housing. This group is more likely to establish businesses

    o    The area has a high concentration of residents employed in primary industries and trades.

    o    The area has relatively low unemployment.
                                           Page 27

 Table 6.2
 Wollondilly: The top 30 occupations for residents 2001
 Truck Drivers                                                     912
 Sales Assistants                                                  768
 Secretaries and Personal Assistants                               535
 General Clerks                                                    432
 Shop Managers                                                      338
 Metal Fitters and Machinists                                      311
 Electricians                                                      302
 Motor Mechanics                                                   299
 Cleaners                                                          293
 Primary School Teachers                                            290
 Registered Nurses                                                 278
 Storepersons                                                      273
 Livestock Farmers                                                 253
 Carpentry and Joinery Tradespersons                               252
 Sales Representatives                                             252
 Secondary School Teachers                                         240
 Receptionists                                                     228
 Office Managers                                                   222
 Delivery Drivers                                                  200
 Sales and Marketing Managers                                       192
 Accounting Clerks                                                 187
 Mobile Construction Plant Operators                                181
 Children's Care Workers                                           178
 Bookkeepers                                                       173
 Plumbers                                                          172
 Farm Hands                                                        172
 Crop Farmers                                                      161
 Checkout Operators and Cashiers                                   160
 General Managers                                                  158
 Building and Construction Managers                          158
         Source: Australian Standard Classification of Occupations

Analysis of key industries highlights a number of trends.


Wollondilly contributes around 10% (or $60.8 million in 2001) of total agricultural value produced in
the Sydney Basin, the third largest agricultural producer behind Hawkesbury and Penrith.         Major
agricultural activities include poultry, cut flowers, fruit, vegetables and livestock.   The increasing
attractiveness of Wollondilly for rural living has created pressure between rural residential land uses
and operational farms such as increasing property prices, degradation of good agricultural lands,
odours, dust and noise. The Council has developed a rural lands strategy to protect prime agricultural
land to accommodate demand for rural residential opportunities. The Metropolitan Strategy aims to
protect agricultural lands on the fringe of the metropolitan area. Farmers see Wollondilly as a food
bowl for the metropolitan area.     It’s potential to develop new opportunities around sustainable
agriculture is growing, due to rising energy prices, climate change and growing interest in organics
and fresh foods.
                                                     Page 28

One of the key issues for Wollondilly Council is to look at ways of diversifying and strengthening the
viability of existing farms.         This includes encouraging farmgate and other tourist trails, reducing
restrictions in the LEP and promoting new markets such as the growth of producer markets
throughout the Greater Metropolitan Region.


Wollondilly forms part of the Southern Coalfields, a source of premium quality hard coking coal, with
around 50% of sales to the domestic steel industry and around 50% for export. The major mines in
Wollondilly are Appin, Tahmoor and part of Westcliff. The Southern Coalfields was experiencing long
term declines in employment, but in more recent years employment has been growing due to demand
for high quality coking coal and higher prices (Figure 6.1).

Figure 6.1

                               Southern Coalfields employment

             1997    1998   1999     2000   2001     2002    2003      2004     2005        2006

                      Source: NSW Department of Primary Industries


The share of manufacturing employment in Australia has declined over a 30 year period but it
continues to grow, particularly in rapidly growing regions such as South West Sydney where markets
are growing and employment land prices are competitive. Local manufactures compete well in areas
where transport cost are relatively high (eg high volume to value ratios), local supply chains are
important      (eg    maintenance,       processed      foods)   and     in    high     value      added    niches   such   as
pharmaceuticals, tool making and advanced metals. More activities previously undertaken in-house
by manufacturing firms in employment lands are now being outsourced such as design, finance,
human relations, contracts and cleaning.

Wollondilly has a small manufacturing sector based on poultry production, cereal production, cement,
basic iron and steel, floor coverings and furniture manufacturing. Manufacturing and other industrial
activities    are    located    in   a   network   of    employment           lands    in    Wollondilly:   Maldon,   Picton,
Warragamba/Silverdale, Appin and Bargo.
                                            Page 29

Manufacturing has been growing due to affordable land and growing local and metropolitan markets.
The decision by Allied Flours to establish its flour mill at Maldon will provide a significant boost to
manufacturing, and foster new opportunities around cereals processing.


Increasing trade dependence, greater specialisation of firms and technological change in transport and
storage has generated high demand for freight and logistics activities. Warehousing and distribution
will continue to be located in Sydney, primarily for market access reasons – as well as high value-
adding and knowledge intensive niche manufacturing.

The proposal to increase the share of rail freight at Port Botany from 26% to 40% is increasing
demand for intermodal facilities or facilities linked into these facilities.       Favoured options for
intermodal facilities include an extension of Enfield, plus two sites at Moorebank and Ropes Creek.
Logistics companies are looking at sites on the rail network throughout South Western Sydney
including Ingleburn, Minto, Menangle and Maldon.

Demand for employment lands in Wollondilly is likely to increase, particularly in areas served by the
Main Southern Railway and the South Western Freeway. The Melbourne-Sydney transport corridor is
the most significant inter-city transport corridor in Australia. Melbourne-Sydney rail and road freight
is projected to increase significantly in the next twenty two years. By 2025 it is expected that 5-6,000
heavy trucks will be moving along the Hume Highway each day. A recent report has estimated that
total freight movements between Melbourne and Sydney will increase from around 10 million tonnes
to 25 million tonnes per year between 2004 and 2029, with the share carried by rail expected to
almost double to around 20% 11 .       Long haul door-to-door transit prices for rail are comparable,
although rail prices are expected to decline relative to road. Factoring in increasing fuel prices, carbon
taxes, and possibly urban congestion charges will increase the competitiveness of rail compared with

More employment lands are required in Wollondilly to accommodate growth in manufacturing and
logistics.    It is estimated that 150 hectares is required, predominantly focused around the South
Western Freeway and Main Southern Railway line. This is to support the growth of businesses serving
growing local and regional markets, as well as providing land to accommodate tradeables in
manufacturing and logistics. Key criteria relate to environmental impacts, location on major road and
rail infrastructure, significant buffer zones from existing and proposed residential areas (including
areas that may be associated with Macarthur South), and a range of lots sites to encourage diversity
of uses.


Retail is an important activity catering for the demands of local residents, and visitors to the Shire. In
2001, the industry employed around 800 workers in Wollondilly. Demand for retail is determined by a
number of factors. The most important drivers are the number of households, population growth and
disposable incomes.      Other factors influencing local demand include the emergence of new retail
formats, particularly out-of-centre bulky goods, as well as competition from other retail centres.

             Ernst and Young, ACIL Tasman, Hyder Consulting, North-South Rail Corridor Study, for
             Auslink, 2007.
                                            Page 30

The fragmented and dispersed village network makes it difficult to consolidate retail. Many residents
travel out of the shire for retail shopping to Penrith, Campbelltown and Narellan. Reducing escape
expenditure is an important strategy to stimulate local retailing.   The way to do this is to improve
accessibility and convenience of existing centres, broadening the scope of centre activities through
improving hospitality and recreational opportunities, as well as amenities including streetscapes, child
care facilities and entertainment. The challenge for Wollondilly is that it needs to consolidate retail
activities in selective centres.

Wollondilly Commercial Centres Study has recently been completed on behalf of Wollondilly Council 12 .
The study makes the case for increasing retail opportunities in Wollondilly to accommodate growth
over the next 20 years, with most growth to be accommodated in Picton and Tahmoor, but also
growth to be accommodated in Appin and Wilton. It is important to develop strategies to ensure that
Picton-Tahmoor will be consolidated at an accessible retail hub to support the growth of Macarthur
South, particularly around Wilton.

The growth of bulky goods needs to be planned for carefully, with the new Department of Planning
template emphasising the importance of integrating bulky goods activities into centres that are well
served by public transport. As pointed out in the Hill PDA Commercial Centres Study, new forms of
retail are being developed including - designer warehouses, bulky goods outlets, category specialists,
home improvement or “power” centres. From a planning perspective, it is most appropriate to
integrate new retail formats into existing major town centres, rather than letting them locate away
from existing centres.

Tourism and recreation

Due to its outstanding natural attributes and accessibility from global Sydney, Canberra, Western
Sydney and the Illawarra; Wollondilly has been identified as an area with high tourist potential. It
provides a range of attractions including sky diving, Thirlmere Rail Museum, bush walks, arts and
crafts, adventure tours and cultural experiences.   Wollondilly Shire Council and the Wollondilly Tourist
Association (WTA) have developed a number of initiatives to attract more visitors to the area. The
WTA has developed a website, produced a Visitors Guide and runs a Tourist Information Centre.

Tourist related activities remain small, however, with only 245 people employed in hospitality in 2001
and 113 employed in cultural and recreational services. The challenge is how to get to a critical mass
of activities to attract more people. Wollondilly has some attractive places to stay and to eat at, but
overall, there is a shortage of tourist infrastructure including accommodation, cafes and restaurants,
and events.

One of the key elements of successful tourism strategies is to recognise that a great place to visit is
an even better place to live in. Much of this requires careful attention to urban design of centres, ease
of parking, and coherent business leadership to articulate a vision for the different centres.
Wollondilly should develop as an attractive area to visit for residents of more urbanized parts of South
Western Sydney. The doubling of the population by 2030 will drive new opportunities for Wollondilly
for Conference centres, hotels and motels, and tourism and cultural events.

         Hill PDA, Wollondilly Commercial Centres Study, A report to Wollondilly Shire Council,
         September 2006.
                                            Page 31

Wollondilly, with its close access to Sydney, has a significant opportunity to tap the international
visitor market.   This market is expected to grow significantly in the next decade.     The number of
outbound tourists from China, for example, is forecast to increase from 31 million per year to 100
million per year over this period 13 .

Table 6.3 compares employment in tourist related employment in Wollondilly and neighbouring
Wingecarribee, which has about the same population as Wollondilly and is a successful case study in
attracting activities in key towns such as Bowral, Berrima and Bundanoon.         The table shows that
Wingecarribee has four times more people employed in tourist related activities compared to
Wollondilly despite being further away from Sydney.

There a number of incremental strategies to strengthen tourism in Wollondilly and many of these are
already being undertaken.       The locking up of key Catchment Area and National Park assets from
visitors remains a major impediment.      The authorities appear over protective in limiting activities.
Attracting visitors to come to Wollondilly by public transport is also likely to stimulate demand,
particularly if innovative ways of getting around the Shire are expanded such as cycling, days tours,
and improved local public transport, which will be required in any case as the area develops.

         International Tourism Organisation, 2006.
                                          Page 32

 Table 6.3:
 Hospitality, cultural and recreational industries employment in
 Wollondilly and Wingecarribee (2001)
                                                               Wingecarribee    Wollondilly
 Accommodation                                                            418           60
 Pubs, Taverns and Bars                                                    69           51
 Cafes and Restaurants                                                    481          100
 Clubs (Hospitality)                                                      147           31
 Accommodation, Cafes and Restaurants, undefined                            8             3
 Hospitality sub-total                                                 1,123           245
 Motion Picture Exhibition                                                 13             0
 Libraries                                                                 16             8
 Museums                                                                   15             3
 Recreational Parks and Gardens                                            15             4
 Music and Theatre Productions                                             11             3
 Creative Arts                                                             34             7
 Horse and Dog Racing                                                      37           20
 Sports Grounds and Facilities, nec                                        35           24
 Sports and Services to Sports, nec                                        60           29
 Other Recreation Services                                                 10             9
 Other                                                                     40             0
 Cultural and Recreational Services sub-total                            288           113
 Total                                                        1,411                    358
   Source: Australian and New Zealand Standard Industrial Classification

Below is a summary SWOT (Strengths, Weaknesses, Opportunities and Threats).

Pressure on Sydney’s housing markets is prompting the NSW Government to release more land. In
addition to the South West Sydney Growth Centre, centred around Bringelly, it is possible that NSW
Government’s attention will turn to Macarthur South particularly around Wilton, to release more land
for development. This scenario would substantially stimulate population growth in Wollondilly.
                                             Page 33

Table 6.4 A SWOT analysis of Wollondilly

Strengths                                     Weaknesses

 o   Lifestyle                                 o   Relatively small economy.
 o   Scenery and natural environment           o   Few career paths for young people.
 o   Proximity to Sydney                       o   Thin labour markets
 o   Transport infrastructure & links          o   Restrictions on business and farming
 o   Patterns of towns and villages            o   Few destinations meeting critical mass
 o   Distinctive rural setting close to        o   Lack of educational services.
     Australia’s largest city and airport.     o   Lack of cultural facilities.
     Affordable land on main Sydney-           o   Fragmented business community.
     Canberra-Melbourne transport              o   Few opportunities for commercial
     routes.                                       activities in environmental Catchment
 o   Heritage assets and indigenous                areas.
     history                                   o   Many villages businesses are not viable.
Opportunities                                 Threats
 o   Doubling of population in SWS to          o   Area will continue to be by-passed by
     600,000                                       more attractive destinations.
 o   Value added agricultural                  o   Increased dependence on commuting
     opportunities.                                resulting in increased social stress. Slow
 o   Demand for executive & affordable             take-up of land in SWS will create
     housing.                                      pressures to fast track Macarthur South
 o   Agri-tourism (Farmgate) & cultural            without collaborative planning.
     tourism                                   o   Increased competition on existing
 o   Develop tourist infrastructure.               industries.
 o   Reducing escape spending
 o   Develop a food cluster at Maldon.
 o   Logistics industries in suitable
 o   Community services and education.
                                           Page 34

7       Goals and principles of the EDS

The goal of the Economic Development Strategy is to encourage increased business investment, good
jobs and learning opportunities within a framework that improves the quality of life of residents and
values the area’s outstanding natural environment.

The Strategy is based on 7 principles summarised as follows:

7.1     Integrate economic, social & environmental strategies

        Wollondilly Vision 2025 outlines an integrated vision that promotes social harmony and
        protects the area’s rural character and natural environment. In relation to the economy, this
        requires a focus on industries, strategies and activities that will stimulate innovation and
        growth, but within a framework that promotes social cohesion and protects the physical
        environment.    Employment growth aligned to the skills of the workforce is an important
        component of social cohesion.         Long term unemployment marginalizes communities,
        particularly where costs of living are continually escalating.

        Wollondilly is distinguished by its lifestyle and environmental attributes.     Environmental
        quality is of innate importance and increasingly central to the competitiveness of cities.
        Concern about climate change, congestion, air pollution, water quality, and availability of
        natural assets are high on policy agendas for cities committed to the environment, as well as
        to attracting and retaining skilled residents, and developing new industry opportunities.
                                        Page 35

7.2   Build on local human & environmental attributes

      Human capital (skills) and social capital (bonds and trust) are important strategic assets for
      Wollondilly. Flows of information and ideas are good for democracy and productivity growth.
      They can nurture entrepreneurial and innovative capacity of different sections of the
      population.   Small businesses at the village level possess ideas about the regeneration of
      urban spaces. Communities have views on how to link youth employment and community
      development initiatives.

      Council is committed to deepening democracy through local action plans and local economic
      development and employment initiatives. Economic development issues are important to be
      discussed at the community level.    Community economic research and plans involving the
      community can provide a basis for action.

7.3   Attract sustainable investment and jobs

      High priority is given to attracting new investment to Wollondilly. The area has a number of
      opportunities to increase investment and stimulate job growth. Key opportunities are to be
      found in intensive farming, agri-tourism, value added manufacturing, diverse retail, transport
      and logistics, hospitality and accommodation, recreation, education and health.        Council
      needs to continually analyse key sectors, interact with potential investors and consult with
      the local business community on ways opportunities can be advanced in particular industry

7.4   Job opportunities that match local skills

      The EDS will be most effective if new jobs match the skills of the local labour force. The
      availability of skilled personnel is the most significant competitive advantage and the EDS has
      analysed local occupations and skills. The important challenge is how to build on the area’s
      human assets – which includes formal skills and qualifications of the workforce and residents
      as well as competencies that are not utilised such as language, entrepreneurial or problem
      solving capacities.   A number of Councils are promoting learning city initiatives (e.g.
      upgrading libraries, galleries and museums, organizing learning festivals) to encourage the
      continuous upgrading of skills and innovative capacities.

7.5   Build partnerships

      The Council is a small but critical participant in economic development processes in
      Wollondilly. The Council does not have the legislative capacity, resources and expertise to go
      it alone in relation to economic development initiatives. It is generally much more effective
      to work within networks and to build partnerships with business, government agencies and
      community stakeholders.

      Partnerships have many advantages: they can improve understanding and encourage
      knowledge exchange between different perspectives, they can build shared visions and
      commonalities between different organisations, they can reduce delays, they can mobilize
      resources to implement actions; and they can focus on outcomes.
                                          Page 36

      The establishment and management of networks, through which partnerships can function, is
      an important part of the process.          In some instances, Council can take the lead in
      establishing and managing a partnership guiding key aspects of economic development
      bringing together representatives of strategic industries such as finance, tourism and retail,
      along with learning institutions, unions and community based organisations.

      The Council has partnerships with the residential communities of the area.               Through
      Wollondilly Vision 2025, community participation and dissemination of information and
      feedback, the Council is committed to developing the economy in partnership with its
      community. This is a key strength.

7.6   Innovation and learning

      Economic competitiveness of communities is increasingly driven by innovative capacity and
      learning, rather than the traditional economic parameters associated with business costs and
      taxation, although they remain important. Innovation is broadly concerned with a range of
      technological, behavioural, organisational and institutional changes that bring about broad
      benefits to society and commercial benefits to firms.      In the current context, innovation is
      often used synonymously with the knowledge-based economy or the learning economy.

      The concept of the knowledge-based economy is associated with the growing knowledge-
      intensity of economies, where new knowledge is constantly being created and old knowledge
      superseded (i.e. creative forgetting); scientific and technological research creates high value-
      added knowledge in traditional as well as high technology industries, and the exploitation of
      knowledge continually creates new knowledge that can exploited commercially. The shift to
      the knowledge-based economy creates organizational changes and opportunities for the

      A number of cities have developed Innovation Strategies to drive economic development.
      They are concerned with driving innovation in particular sectors such as arts and culture,
      ensuring that world class communications infrastructure is in place, partnerships with
      community organisations to promote IT literacy in marginalized communities, festivals to
      promote learning and creativity, planning instruments to facilitate innovation in design and
      materials, and partnerships with firms, and research and educational institutions to promote
      and market innovative potential of industry clusters (e.g. tourism, finance, multimedia,
      culture, information industries) in particular cities.

7.7   Realistic and achievable

      Strategies and actions must be achievable and realistic within a specified time period, and
      within the resource constraints of the Council.    Council resources are limited, as is expertise
      in many areas.
                                            Page 37

8         Business and community perspectives

In preparing the Economic Development Strategy, representatives of a range of businesses and
community organisations were interviewed. A Workshop was conducted on 29 June 2007 to discuss
major issues and possible actions to develop the local economy, and these are outlined below. A list
of attendees is set out in Appendix 1.

8.1       Critical Issues

The Workshop identified and discussed five critical issues.

      o   Urban and rural economy

      o   Infrastructure

      o   Community

      o   Environment

    o     Governance

Urban and rural economy

      o   Important to maintain the character of the area’s villages and towns.

      o   Small scale and dispersal of towns and villages limits market potential for many businesses.

      o   More population and concentrated business activity required to strengthen business
          competitiveness and employment potential.

      o   Lack of high skilled and professional jobs such as business services and jobs in general.

      o   High levels of commuting by private motor vehicle reduce the quality of life.

      o   More employment lands are required.

      o   Agricultural lands need to be protected and balanced against other needs.

      o   Investment opportunities for retirement housing and aged care services.

      o   Greater emphasis required on shopping locally.
                                               Page 38


   o   Transport infrastructure and services need to be improved, with better rail and road links to
       Sydney and regional centres, improved scheduling and coordination of timetabling of bus,
       taxi and rail.

   o   Access to broadband could provide more job opportunities and improve access to wider

   o   Important role for government in locating public sector jobs and agencies as a catalyst for
       other investment.

   o   Main centres need to offer good parking, be pedestrian friendly and facilitate traffic flow.

   o   Communications infrastructure and services need to be upgraded.

   o   Consideration needs to be given to straightening the railway line between Menangle and

   o   Tourist infrastructure and services (accommodation, activities, signage, products) needs to
       be improved to increase visitors from Greater Metropolitan Region and overseas.

   o   Recognise the high costs of maintaining infrastructure in dispersed villages.

   o   Improve public and community transport services are required across Wollondilly.


   o   Poor education facilities within the region.

   o   Diversity housing stock through expansion of executive housing and affordable housing.

   o   More attention is required to improve amenities for the existing population such as
       entertainment, leisure, “rural living” and learning opportunities.


   o   Protect outstanding environment such as Nepean Gorge.

   o   Need      for   eco-strategies   that   encourage   new   visitor   opportunities   that   protect   the

   o   Avoid polluting industries such as “smoke stack” and heavy metals.

   o    Council needs to be conscious of long term environmental issues particularly climate change.
                                                Page 39

      o   Improved access to Sydney Water Catchment Area and national parks would greatly enhance
          eco-tourism potential.

      o   Greater attention required to conserve built heritage.

      o   Resolving      land-use   conflicts   between    primary   industry,   urban    development         and
          environmental protection.

      o   Higher tiers of government at state and national levels need to play a greater role in planning
          and funding infrastructure to accommodate growth.

      o   Concern about lack of state government to invest in essential infrastructure and high up-front
          costs for infrastructure passed onto developers and households.

      o   Planning and approval processes are too cumbersome and has too many restrictions.

8.2       Action Areas

The Workshop identified 3 action areas.

      o   Improving the planning system
      o   Infrastructure
      o   Business development

Improving the Planning System

      o   The Council should approach the Department of Planning with a view to provide greater
          clarity, direction and a vision for the development of Wollondilly taking account of the South
          West   Sydney     Sub-regional    Plan,   the   Sydney-Canberra   Corridor     and   the   timing    of
          development of Macarthur South.

      o   Council should aspire to attain best practice in handling DA and other approval processes
          through being less bureaucratic, streamlining approvals and carefully managing upfront
          contributions to safeguard community interests yet encourage viable projects.

      o   The new Wollondilly Local Environmental Plan will continue to focus on the protection of rural
          and resource lands including mining, agriculture, without restricting economic development.

      o   Investigate opportunities for Transferring Development Rights in suitable areas as a
          mechanism to encourage development whilst investing more in environmental protection.

      o   More local leadership required in managing growth without compromising the vision for
                                           Page 40

Business development

   o   The Council should target industries that have a symbiotic relationship with existing
       businesses and encourage the growth of downstream industries.

   o   Work with rural industries to identify opportunities to strengthen Wollondilly and other semi-
       rural areas within metropolitan Sydney as a fresh food bowl for the metropolitan area.

   o   Rezone more employment lands close to the freeway and rail line to accommodate growth in
       manufacturing and logistics.

   o   Lobby the NSW Government to develop infrastructure and to provide incentives to reduce
       upfront costs of new infrastructure to encourage private sector investment.

   o   Develop Farmgate activities and visitor trails.

   o   Invest in branding and image such as Sydney’s Greenbelt or biodiversity bank.

   o   Greater recognition of the role of Wollondilly’s natural assets (water, national parks) in
       maintaining the environmental health of the Metropolitan area.

Infrastructure development

   o   Infrastructure includes schools, health, police, cultural and community facilities, as well as
       roads, rail and utilities such as water, sewer, gas and electricity.

   o   Planning for population and employment growth should focus on infrastructure funding and
       financing options, and not take resources away from commitments to maintain current

   o   Important to strengthen links to Wollongong through encouragement to complete the
       Maldon-Dombarton rail link as well as lobby to increase capacity of the Southern

   o   The Council should explore options with the Australian and NSW Governments to re-open
       investigations to electrify the rail line south of Macarthur, due to the costs imposed on outer
       south west residents of not having direct access to the suburban rail network.

   o   The state utilities agencies should be brought together with the Council and the developer
       community to look at ways of improving coordination of infrastructure planning, funding and
       financing and delivering.

   o   The Council needs to develop a leadership role in developing Wollondilly as a learning
       community by investigating new education opportunities and developing partnerships with
       education providers including ways to make use of under-utilised facilities, upgrading local
       online learning opportunities and encouraging opportunities for local entrepreneurs.
                                     Page 41

o   Build on and encourage volunteer networks and link them to the Macarthur Volunteers
    Network, and identify resources including students, business and the broader community,
    that may be interested in strengthening the volunteer networks.

o   Council should provide resources to upgrade the business directory and provide early updates
    of results of 2006 Census, with particular reference to providing data on labour markets,
    industry location and socio-economic characteristics in a format to assist local business and
    possible investors.

o   Lobby Australian and NSW Governments and MACROC to provide resources through grants
    and commitment of human resources to improve the quality of planning in Wollondilly in the
    context of the development of the South West Region.
                                               Page 42

9        The role of Wollondilly Council in economic

Local economic development is an important goal for most communities. Contrary to some idealistic
accounts, it doesn’t happen by itself.       In this report, a broad approach is taken to local economic
development. It refers to the process of increasing incomes and jobs in Wollondilly through efficient
utilisation of human, natural and institutional resources within a framework that enhances and
protects social and environmental assets.

Employment opportunities, particularly for young people, are always high on the list of priorities for
communities. Households seek re-assurance from all tiers of government that strategies are in place
to secure the future for generations to come. In a market economy, employment opportunities are
driven by decisions of firms such as where to locate their business, what type and quantity of products
and services to provide, and how many people to employ.             Protection of the environment is another
high priority for communities. This includes protection of native fauna and flora, water availability and
quality, bushland and air quality. Residents are increasingly concerned that their communities make
some local contribution to greenhouse gas abatement.

To be consistent with community aspirations, local economic development must improve the quality of
life for residents. It is not a matter of getting more business investment and jobs at any costs. Most
people prefer to work close to where they live rather than travel long distances to work.               It is not
economically efficient or socially and environmentally desirable for workers to commute long distances
to work, and it is costly for society to continually upgrade invest on infrastructure to support high
commuting centres. Communities also prefer to see jobs that are consistent with the skills of local
workers, rather than labour having to be imported from outside.                 They also want to see local
industries that don’t damage the local environment.

The Wollondilly    community    identifies    itself   with   magnificent   lifestyle   amenities and    natural
environmental assets.     This has created some local ambivalence with the concept of economic
development. Council economic development strategies have tended to be residual to other Economic
development and has tended to be equated with “Sydney coming over the hill”, the inexorable south
western spread of metropolitan Sydney bringing with it congestion, social problems and pollution. The
reality of course is that Wollondilly is growing and is changing.

The Economic Development Strategy presents an opportunity to influence economic and employment
outcomes. By taking a strategic approach rather than a reactive approach, Council can articulate a
vision and strategies and what industries it wants to grow and where it wants to grow them, as well as
looking at ways of strengthening opportunities for residents to participate in the local labour market.

The next step is to work out what role Council can play in facilitating economic development and
employment growth.      In a complex market economy with myriads of decision made every day by
firms, governments and households, Council’s have to focus on where to allocate their scarce
resources.   Local government is primarily concerned with local infrastructure, parks, community
facilities, open space, waste management and local planning.
                                            Page 43

The Council’s role in economic development includes:

Local vision and leadership

Wollondilly is one of the most attractive parts of Metropolitan Sydney and contains a number of
pristine areas.   The Council’s role is to articulate how its economy will develop, where the area is
positioned within the context of metropolitan Sydney and the Southern Tablelands, what type of
businesses and mix of housing will assist the area attain its economic, lifestyle and environmental
objectives.   The area could be showcased of how change can be managed in an environmentally
sensitive area.

Strategic focus for the development of the area

The Council needs to communicate to industry which industries are being encouraged, which
industries will be discouraged, and the precincts those sought after businesses industries should be
expanding their activities.

Integrating planning system with economic development objectives

Local planning instruments clearly have a significant impact of local business activities.      The new
Wollondilly Local Environmental Plan and development control plan will influence the type of business
activities, their location and will place conditions on their operations.   Key principals for economic
development include sustainability and viability.     In this context, development controls need to be
realistic and provide some flexibility for firms.   Examples include restrictions on the operations and
farms and home-based businesses. Are there ways to improve flexibility to strengthen viability whilst
supporting broader community objectives?

The efficiency of the approval process is a key aspect of investor and developer decision making. The
planning framework should be designed to provide investors and developers with greater certainty.
Councils need to ensure that decisions on development applications are best practice to prevent
delays and to ensure good quality outcomes.

Upgrading local infrastructure and amenities

Local infrastructure such as quality of roads and water and sewerage, can enhance or impede local
economic development.         Increasingly, local amenities such as parks, recreational, sporting and
community facilities, as well as social infrastructure such as housing, hospitals and educational
institutions, influence where skilled people want to live.      A branch of local development theory
suggests that it is the availability of a skilled community that drives business opportunities rather than
the other way around. Penrith Council has put resources into developing new housing estates such as
Penrith Lakes to attract new highly skilled residents to the area.
                                           Page 44

Advocacy and marketing role

Council, along with the Wollondilly Tourist Association, has an important role in marketing the area. A
number of Councils have developed sophisticated strategies to brand and market their local
government areas. Both groups need to continue to be pro-active in lifting the outside profile with
agencies such as Tourism NSW, as well as prospective investors in tourism and recreation.

Minimal resources appear to be coming into the area from government funding bodies, indicating that
Council has an opportunity to work with local business and community in identifying promising
projects and mobilising resources to evaluate and move forward exciting projects.

Building effective partnerships with business and communities

Council has a critical role in building effective partnerships. Business leadership appears to be weak
and an opportunity exists to establish an organizational mechanism to test out possible initiatives
between Council and the business community. As the economy grows more complex, networks and
partnerships will become powerful mechanisms to drive change.          Organisations can’t act alone.
Networks and partnerships vary in their effectiveness. Some are talk shops that lead nowhere and
some quickly reach their used by date.    Others have resulted in the development of networks that
open up new opportunities for investment, growth of new industries and skills.

In these circumstances, Councils can have a very important role to play.            They don’t have a
commercial interest in the outcomes and have the organizational capacity to bring together a range of

Understanding the performance and prospects for local industries

Council needs to know more about the structure and dynamics of its economy compared to any other
organisation. In a knowledge-based and information rich society, the Council is in a strong position to
collate, analyse and distribute data and information that can impact on public and private decision

Economic studies of industry and employment prospects, skill constraints, infrastructure priorities and
quality of life opportunities are a cost effective way of focusing the public and private sector on the
Council’s agenda and issues that are critical to the area’s economy.
                                           Page 45

10 Strategic directions

The Economic Development Strategy proposes a number of strategic directions.           The strategic
directions build on the principles and are designed to support the attainment of the area’s goals and
Wollondilly Vision 2025. The six strategic themes are set out below. Recommendations to support
these strategic themes are outlined in the pages to follow.

A number of actions have been recommended.            They are designed with the Council’s budget
constraints in mind.   They build on and incorporate views expressed in consultations and the two
economic development workshops conducted in June and October 2007.              They cannot all be
implemented at once and implementation need to be staged over a three year period.
      Strategic Directions                                            Activities                                    Responsible               Timetable
      /Recommendations                                                                                               agencies
SD1     Planning for economic
        growth and change

1   Council to endorse the Economic          Designate a senior Council officer with responsibility for          Wollondilly Council      High priority
    Development Strategy and confirm a       implementing the Wollondilly EDS.                                                            Confirmed by March
    commitment to actively encourage                                                                                                      2008
    sustainable investment and job           Establish an annual budget allocated to economic
    growth.                                  development, encompassing staff resources, research and

                                             Develop Council’s capacity to undertake economic research
                                             as part of its strategic planning role. This includes analysis of
                                             emerging industries, labour markets, economic opportunities
                                             associated with doubling the South West region’s population.

                                             Incorporate economic development statement and progress
                                             with the EDS in Council’s corporate plans.

                                             Establish benchmarks to monitor outcomes (eg local jobs per
                                             thousand residents, non-residential construction, workforce
                                             training and skills).

2   Establish clearer framework for future   Design and implement urban futures project which outlines           Wollondilly Council      High priority –
    growth                                   future population and employment lands targets with a               Department of Planning   2008/09.
                                             greater degree of detail than that which is currently in Vision     State infrastructure     Expect to commence
                                             2025 or Metro Strategy or the South West Sydney                     providers                2008 as Council has
                                             Subregional Strategy.                                               Key landowners and       made a grant
                                                                                                                 developers               application to DoP to
                                             This Project would deal with issues of critical population          Local Community          help fund such a
                                             mass, spatial distribution of growth, timing of growth, role of                              project
                                             Macarthur South
                                       Page                                       47

      Strategic Directions                                         Activities                                 Responsible               Timetable
      /Recommendations                                                                                         agencies
3   Establish a new economic development   - Council conduct preliminary discussions with local            Wollondilly Council      High priority – to be
    organisation to develop, provide         business to elicit interest in establishing Wollondilly       Local business leaders   established by May
    advice and implement economic            Partnership – a local group to meet three times per year      MACROC                   2008, with secretariat
    development initiatives.                 chaired by the Mayor with Council secretariat to              GWSEDB                   provided by Council.
                                             champion, support and monitor the implementation of the       Macarthur BEC
                                             EDS.                                                          Education / training
                                           - A charter be finalised for the group setting out aims and
                                             objectives and responsibilities focused on strengthening
                                             investment and job opportunities through the Shire.

                                           - Invitations sent to prospective participants as well as ads
                                             put in the paper inviting broader community participation.

                                           - The designated Council officer with responsibility for
                                             economic development will prepare a draft work plan to
                                             be circulated to the group. group tpo between the private
                                             sector and Council would meet three times per year and
                                             work together to

                                           - The Partnership could organise forums, business
                                             breakfasts, seek funding for economic development
                                             initiatives, monitor progress with the EDS, lobby for
                                             business investment opportunities and identify economic
                                             research and initiatives.

4      Identify, plan and rezone between   Internal Council strategic planning team to assess:             Wollondilly Council      Commence September
      200-250 hectares for employment                                                                                               2008
      lands                                    -   Industry demand due to local population growth (eg
                                                   bulky goods) and demand due to the area’s location
                                                   along major transport corridors.
                                               -   Establish criteria for location of different types of
                                                   new employment lands such as environmental
                                                   impacts, infrastructure, access and buffer zones.
                                               -   Undertake detailed studies of economic and
                                                   environmental impacts.
                                               -   Design, exhibit and seek gazettal for new planning
                                             Page                                       48

      Strategic Directions                                              Activities                                Responsible              Timetable
      /Recommendations                                                                                             agencies
5   Due to recent urban developments in       Strategic planning team to:                                      Wollondilly Council      Commence in 2009
    Wollondilly, Council should develop a                                                                      Department of Planning
    position paper on Macarthur South.         - Assess population growth, take-up rates and scenarios in
                                                 outlying areas of Sydney
                                               - Review previous reports prepared on Macarthur South
                                               - Analyse economic, social and environmental issues
                                                 associated with development of Macarthur South.
                                               - Assess the implications for Picton and Wilton and
                                                 implications for employment lands.
                                               - Develop a Council position on the nature, scale and timing
                                                 of Macarthur South.
SD2 Strengthen business

6 Identify, promote and support existing       -    Data, research and SWOT analysis.                          MACROC (lead)
and/or emerging industry sectors.              -    Assessment of land and infrastructure requirements.        Council                  2008
Priorities include:                            -    Confirm key sectors and opportunities                      Key major industry
     -    manufacturing (food processing,      -    overlaps with concept of ‘Marketing’ in a broad sense as   representatives
          mining machinery),                        it’s all about attracting and growing sectors through      State Development
     -    value added agriculture,                  specific actions                                           Agencies
     -    tourism and recreation                                                                               Macarthur BEC
     -    Education and health                                                                                 Education / training
     -    Retail and service activities in                                                                     institutions
          major towns.
     -    Home-based businesses
     -    Poultry farms/processing to stay
     -    Construction /building materials
     -    Warehousing, distribution
     -    Transport terminals and
          maintenance depots
     -    Nursery and landscape supplies
     -    Child care/after school care
                                              Page                                        49

      Strategic Directions                                                Activities                                   Responsible              Timetable
      /Recommendations                                                                                                  agencies
7    Develop planning and information             Review of current systems and assessment of local                 Wollondilly Council      2008-2009
     systems and capabilities to ensure           government best practice.
     Wollondilly maintains best practice
     in relation to efficiency in dealing
     with development approvals.

8    Ensure the LEP review focuses on
                                                  Seek broad inputs from business community regarding LEP           Wollondilly Council      2008
     limiting restraints on new business          review, plan for greater integration of activities that enhance
     investment and removing onerous              business competitiveness whilst managing environmental and
     restrictions and regulations where           social impacts.
     new benefits can be demonstrated
     to the community.

9    Maintain land price competitiveness
                                                   - Implement recommendations of Commercial Lands Study            Wollondilly Council      Ongoing
     by   ensuring    sufficient   supply    of      to accommodate forecast demand in individual centres
     commercial and employment land to               and employment lands project.
     accommodate growth.                           - Review South West Sydney Subregional Plan to ensure
                                                     adequate provision is made for employment lands
                                                     (Recommendation 4).
10   Identify   new     opportunities       for
                                                   - Collate reports and data on business growth associated         Wollondilly Council      2009
     businesses      emanating     from     the      with population growth in peripheral metropolitan regions.     Local chambers
     doubling   of    population   in   South      - Work with local business chambers on identifying and           Sydney Area
     West Sydney.       This includes niche          promoting commercial opportunities in villages.                Consultative Committee
     retail, tourism and recreation and            - Seek funding from external sources (eg Sydney ACC,             Department of State
     restaurants and cafes.                          DSRD)                                                          and Regional
11     Strengthen strategies to reduce
                                                   - Estimate current escape expenditure                            Wollondilly Council      2008-2010
                                            Page                                        50

       Strategic Directions                                             Activities                                Responsible             Timetable
       /Recommendations                                                                                            agencies
      escape        spending        including
                                                - Ensure local infrastructure priorities are aligned with      Local chambers
      improving access to key centres,             growth of key centres
      and promoting activities, amenities       - Develop promotional activities and activities with local
      and facilities in local centres.             chambers and businesses.

12    Encourage business growth
                                                - Organise workshops to identify project(s) that could be      Greater Western         2008-2010
                                                   funded to encourage business growth in the area, for        Sydney Economic
                                                   example horticulture, farmgate and events.                  Development Board
                                                - Undertake market research with local business                (lead),
                                                - Promote investment opportunities                             Macarthur BEC
                                                - Lobby the NSW Government to develop infrastructure and       MACROC
                                                   to provide incentives to reduce upfront costs of new        Sydney ACC
                                                   infrastructure to encourage private sector investment.
13    Encourage spinoffs from Allied Mills
                                                - Work with owners in Maldon to identify opportunities to      o Allied Mills          2008-2010
      plant at Maldon                              create a bread industry cluster                             o Wollondilly Council
                                                - Ensure sites are available to accommodate
                                                   complementary activities
SD3 Consolidating activity
14    Consolidate    major     centres    for
                                                - Identify new opportunities for growth including sites and    Wollondilly Councils    2008-2013
      Wollondilly                                  business opportunities for office suites, tourism related   Local chambers
                                                   businesses and retail.
                                                - Assess local business skills and identify possible markets
                                                  for office based employment.
15   Growing the village economies              - Assess the economic viability of village economies
                                                                                                               Wollondilly Councils    2008-2013
                                                - Identify projects and infrastructure that will strengthen    Local chambers
                                         Page                                        51

     Strategic Directions                                            Activities                                   Responsible              Timetable
     /Recommendations                                                                                              agencies
                                                business activity and employment in key centres.
                                             - Strengthen linkages between design, public domain and
                                                local economic development.
                                             - Prioritise village projects from Sustainable Wollondilly
                                                2025 that can demonstrate economic outcomes.

16   Expand program of festivals and         - Support Wollondilly Tourist Association to resource and         WTAI                     2008-2012
     events                                     implement projects that attract visitors to Wollondilly.       Wollondilly Council
                                             - Continue to promote spin-off opportunities from the             Steam Museum
                                                Festival of Steam and other attractions.
                                             - Encourage new proposals to attract visitors such as
                                                growers markets.

17   Increase residential densities around   - Pro-active strategies to increase residential densities         Wollondilly Council      2008
     selective centres                          around centres close to amenities and public transport.        Department of Planning
                                             - New LEP to reflect potential for medium density housing
                                                around these centres.
                                             - Review opportunities to diversity housing types around

18   Commercial services for older
                                             - Given the over 65 population is forecast to triple by 2031,     Wollondilly Council      2010
                                                the Council should conduct a review of facilities, amenities
                                                and economic opportunities for older residents particularly
                                                in the area of aged housing and health, continuous
                                     Page                                       52

      Strategic Directions                                       Activities                                 Responsible               Timetable
      /Recommendations                                                                                       agencies
                                            learning,   recreation,   focused    on   attracting   new
                                            investments into selected activity centres.

SD4     Investing in people and

19 Planning for improved transport
   linkages                           Preparation of reports to the Federal and NSW Governments          Wollondilly Council       2008-2012
                                      making the case for:                                               MACROC
                                                                                                         National and state
                                       - Better rail and road links to Sydney and regional centres,
                                                                                                         infrastructure agencies
                                            improved scheduling and coordination of timetabling of
                                            bus and rail services.
                                       - Closer links to Port Kembla and completion of the Maldon-
                                            Dombarton rail link as well as increasing capacity of the
                                            Southern Freeway/M5.
                                       - Re-open investigations to electrify the rail line south of
                                            Macarthur, due to the costs imposed on outer south west
                                            residents of not having direct access to the suburban rail

20 Expanding vocational education
                                      Approach the SWS Institute of TAFE and the BVET to                 Wollondilly Council       2009-2012
                                           Page                                        53

       Strategic Directions                                            Activities                                    Responsible             Timetable
       /Recommendations                                                                                               agencies
                                            strengthen vocational learning in the area through either the         SWS Institute of TAFE
                                            establishment of a campus, online learning opportunities              BVET
                                            and/or making use of local facilities to increase education and       Australian Business
                                            training courses available to the residents of Wollondilly. The       Australian Industry
                                            project would include surveys of local households and                 Group
                                            businesses to quantify, and assess delivery and servicing             GWSEDB
21 Increasing education diversity            o Identify opportunities (eg sites, infrastructure) within
                                                                                                                  Wollondilly Council     2009
                                                  Wollondilly for private schools and other educational           Independent Schools
                                                  institutions seeking greenfields location close to Sydney.

22   Increasing school to work              Council to approach Macarthur Workplace Learning Program
                                                                                                                  Macarthur Workplace     2008
     opportunities for young people.        and local employers with the objective of establishing an
                                            Adopt a School project in Wollondilly. The project would              Learning Program
                                            encourage:                                                            Wollondilly Council

                                            -  Local businesses develop a short-term industry project
                                               for secondary students to complete in a school term (10
                                               weeks max).
                                            -  Students are mentored by employees of local business.
                                            -  Students will gain relevant industry skills and network
                                               with local businesses.
                                            -  Local businesses promote employment in the industry
                                               and network with local students who demonstrate an
                                            -  This program may lead to apprenticeships/casual work
23   Improving information regarding job    Develop the Council Website, in conjunction with young
                                                                                                                  Wollondilly Council     2008
     opportunities for young people
                                            people,     to   provide   more   information   to   young   people
                                            regarding local employment and training activities, as well as
                                            cultural activities.
24   Upgrading communications               Prepare a report on the adequacy of communications
                                                                                                                  Wollondilly Council     2008-2009
                                           Page                                            54

       Strategic Directions                                               Activities                                       Responsible           Timetable
       /Recommendations                                                                                                     agencies
     infrastructure                           infrastructure   to   accommodate       growth      in     home-based
                                              businesses, and if inadequate, lobby to increase investment
                                              in broadband infrastructure.
25   Levy public assets to encourage          Review   Council      and    government      assets      and   identify
                                                                                                                        Wollondilly Council   2008-2012
     economic development
                                              opportunities to make use of these assets to further                      State agencies
                                              economic development and job generation.

SD5 Marketing Wollondilly

26   Invest in branding Wollondilly’s image   Conduct a workshop initially and test themes such as
                                                                                                                        Wollondilly Council   Workshop convened
                                              Sydney’s Greenbelt or biodiversity bank and the role of its
     as a place to live, visit, work, do                                                                                WTAI                  early 2008
                                              natural assets (water, national parks) in maintaining the
     business and invest.                     environmental health of the Metropolitan area.                            Local Chambers

27 Ensure ongoing Council support for the     Council to provide material, advertising and support to
                                                                                                                        Wollondilly Council   Ongoing
                                              maintain and update the website.
     Wollondilly Tourist Association Visit                                                                              WTAI
     Wollondilly website.

28 Attracting new investors and visitors          -    Organise an exhibition for outside accommodation
                                                                                                                        Wollondilly Council   2008
                                                       and hospitality investors and providers, as well as              MACROC
                                                       Tourism      NSW,    to   explore   ways     to    strengthen    WTAI
                                                       tourism infrastructure and facilities.                           Local Chambers
                                                  -    Commit resources to a small group of projects that
                                                       could facilitate visitors such as bush walkers, cyclists
                                                       and specific festivals such as the Steam Festival.
                                                  -    Invest in signage to attract more visitors to divert
                                                       off the Southern Freeway into Picton, Tahmoor and
                                           Page                                           55

       Strategic Directions                                               Activities                                         Responsible           Timetable
       /Recommendations                                                                                                       agencies
                                                   -     Develop    an    integrated   marketing      strategy     for
                                                   -     Survey successful local business leaders and publish
                                                         material on the advantages on living in a spectacular
                                                         natural and social environment in proximity to
                                                         Australia’s global city.
29   Extend    the   tourism   market   from       -     Identify market opportunities (eg holidays, visiting
                                                                                                                          WTAI and tourism      2008
                                                         friends & relatives, business), include information
     predominantly a weekend day trip to                                                                                  businesses
                                                         from tourism operators and develop targeted
     all week visitation                                 packages

SD6 A sustainable economy

30 Planning for an integrated and diverse      Develop housing strategies to increase the attractiveness of
                                                                                                                          Wollondilly Council   2008-2012
     community                                 the area to managers and professional people to encourage
                                               greater   entrepreneurialism     and    innovation     in   the   local

31 Planning for sustainable businesses         Plan and develop Wollondilly as a sustainable economy
                                                                                                                          Wollondilly Council   2008-2012
                                               through      encouraging     businesses     that       meet       strict
                                               environmental guidelines and promote investment in green
                                               industries    including     renewable      and       energy-efficient
                                           Page                                             56

      Strategic Directions                                              Activities                                         Responsible           Timetable
      /Recommendations                                                                                                      agencies
                                            technologies,      water    management          and    recycling,    and
                                            sustainable materials.

32   Sustainable infrastructure and         Council   to     give   priority    to   investments      that   enhance
                                                                                                                        Wollondilly Council   2008-2012
                                            sustainability     including       cycleways,   tree   plantings     and
                                            encourage outstanding housing and urban design to promote
33 Undertake a sustainability indicators    In    collaboration     with       MACROC,      develop     a    regional
                                                                                                                        Wollondilly Council   2008-2012
                                            benchmarking project to evaluate progress around key                        MACROC
                                            sustainability indicators including journey to work travel
                                            times, unemployment rates, employment self-containment
                                            ratios, local apprenticeships, crime and social cohesion.
                                      Page                             57

     Appendix 1 Workshop Attendees 26 October 2007
     Camden Valley Inn
Title   Name                Position                      Business
Mr      Graham Kirkby       Plant Manager                 Blue Circle Cement
Mr      Colin Bloomfield    President                     Illawarra Coal
                            General Manager Southern
Mr      Gavin Taylor        Operations                    Centennial Coal
Mr      Peter Skewes        Vice President - Operations   InterfaceFLOR
Mr      David Fuller        Managing Director             Nepean Engineering
Mr      John Corbett                                      Corbett Constructions
Mr      Michael Maloney                                   Centrecorp
                                                          Tahmoor Town Centre C/O House
Mr      George Bayliss                                    Warehouse
Ms      Sally Lewis         Principal Urban Planner       Walker Corporation Pty Ltd
                            Tahmoor Chamber of
Ms      Jacquelyn Dixon     Commerce                      C/O Equissentials Saddlery
Mr      Mark Hardacre       President                     Picton Chamber of Commerce
Mr      Doug Ball           Plant Manager                 Ingham's Enterprises
Mr      David Auchtelonie   President                     Bargo Chamber of Commerce
Ms      Lyn Davey           Tourism Officer               Wollondilly Shire Council
                                                          Macarthur Business Enterprise
Mr      David Waudby        Chief Executive Officer       Centre
Mr      Peter Berriman                                    Rail Transport Museum
                                                          Dreamcatcher Lodge/ B&B Farmgate
Mrs     Kathy McCombie                                    Sales
Mr      B McConville                                      Pepper Tree Ridge B&B
Mrs     McConville                                        Pepper Tree Ridge B&B
                                                          Wollondilly Tourism Association Inc
Mrs     Janice Hardacre     Manager                       (WTAI)
Mr      Edward Warcaba      Sustainability Manager        InterfaceFLOR Australia
Ms      Ally Dench          Community Services Manager    Wollondilly Shire Council
                                    Page                                58

Mr   Iman Ali              Economic Development Officer   MACROC
Ms   Christine Winning     CEO                            MACROC
                           UWS Office of Regional         University of Western Sydney
Mr   Kim Levers            Development                    Campbelltown Campus
     Barry Peddle*sent a
Mr   proxy on his behalf   Director                       South Western Sydney Institute TAFE
Mr   John Pearson          Regional Manager               NSW Business Chamber
                                                          Greater Western Sydney Economic
Mr   Bob Germaine          General Manager                Development Board
Mr   Peter Wright          Manager - Strategic Planning   Wollondilly Shire Council
                           Acting Director –
                           Land Use, Planning and
Mr   John Riggall          Environment                    Wollondilly Shire Council
Mr   Les McMahon           General Manager                Wollondilly Shire Council
Cr   Judith Hannon         Mayor                          Wollondilly Shire Council
Ms   Vanessa D'Emanuele    Casual Strategic Planner       Wollondilly Shire Council
Mr   Graham Larcombe       Consultant                     Strategic Economics

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