a report to
Wollondilly Shire Council
November 12 2007
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.
Table of contents
Executive summary 6
1 Introduction 9
2 Wollondilly snapshot 10
Household Incomes 11
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
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
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
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
o Consolidating activity centres
o Investing in people and infrastructure
o Marketing Wollondilly
o A sustainable economy
Map 1: Wollondilly in a geographical context
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.
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
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.
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 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.
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%).
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.
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.
Wollondilly age distribution (%) 2001-2031
0-14 15-25 25-44 45-65 65+
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.
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-
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,
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.
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.
4 Planning frameworks impacting Wollondilly
A number of plans have been prepared that will impact the development of Wollondilly and its economy.
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
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
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.
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
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
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.
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.
Map 2 Strategic centres and employment lands in South West Sydney
Source: Department of Planning
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.
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
Electricity, Gas and Water Supply 112
Wholesale Trade 291
Retail Trade 788
Transport and Storage 346
Finance and Insurance 88
Property and business services 617
Government administration and Defence 225
Health and community services 438
Cultural and recreational services 113
Personal and other services 220
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.
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
Motor Mechanics 299
Primary School Teachers 290
Registered Nurses 278
Livestock Farmers 253
Carpentry and Joinery Tradespersons 252
Sales Representatives 252
Secondary School Teachers 240
Office Managers 222
Delivery Drivers 200
Sales and Marketing Managers 192
Accounting Clerks 187
Mobile Construction Plant Operators 181
Children's Care Workers 178
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.
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).
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.
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
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
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,
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,
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.
Hospitality, cultural and recreational industries employment in
Wollondilly and Wingecarribee (2001)
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.
Table 6.4 A SWOT analysis of Wollondilly
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.
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.
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.
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
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
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.
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.
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
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.
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
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.
o Improved access to Sydney Water Catchment Area and national parks would greatly enhance
o Greater attention required to conserve built heritage.
o Resolving land-use conflicts between primary industry, urban development and
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 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
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.
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.
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
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.
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.
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
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.
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.
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
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
Strategic Directions Activities Responsible Timetable
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
- Design, exhibit and seek gazettal for new planning
Strategic Directions Activities Responsible Timetable
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
- Home-based businesses
- Poultry farms/processing to stay
- Construction /building materials
- Warehousing, distribution
- Transport terminals and
- Nursery and landscape supplies
- Child care/after school care
Strategic Directions Activities Responsible Timetable
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
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
Strategic Directions Activities Responsible Timetable
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
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
Strategic Directions Activities Responsible Timetable
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
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
Strategic Directions Activities Responsible Timetable
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,
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
- 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
Strategic Directions Activities Responsible Timetable
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
- 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
24 Upgrading communications Prepare a report on the adequacy of communications
Wollondilly Council 2008-2009
Strategic Directions Activities Responsible Timetable
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
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
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
Strategic Directions Activities Responsible Timetable
- 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
Strategic Directions Activities Responsible Timetable
technologies, water management and recycling, and
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.
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
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