PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011–2016 · transport networks to link Western...

PARRAMATTA ECONOMICDEVELOPMENT STRATEGY2011–2016

Parramatta City Council

November 2011

PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 2

> This strategy responds to the vision contained in the Government’s ‘NSW

2021’ State Plan and the employment goals of the Metropolitan Plan

seeking the creation of 280,000 net additional jobs in Western Sydney

including 27,000 new jobs in Parramatta CBD and 7,000 in Westmead by

2036.

> These documents recognise Parramatta as:

1) The premier regional city and central connecting point for Sydney

2) The city best positioned in the medium term to locate a critical mass

of jobs close to the homes of people in the West

3) A core part of the solution for addressing Sydney-wide transport

congestion, pollution, commute times and declining productivity.

4) The newest member of the Global Arc and key location for the

growth of knowledge industry and employment leveraging

signifi cant knowledge infrastructure in and around the city.

> Parramatta’s Economic Development Strategy aligns with the Metropolitan

Plan’s emphasis on the Parramatta CBD and Westmead and identifi es two

additional strategic centres; Rydalmere and Camellia, as potential jobs-rich

areas both within 10 minutes of the CBD core.

> This broader conceptualisation of the City of Parramatta; a city comprised

of 4 interconnected activity centres all with a predominance of high value –

adding industry – presents the possibility that Parramatta could exceed the

Metropolitan Plan targets by up to 10,000 jobs with the right infrastructure

in place.

> It also provides a broader basis for delivering on the proposed city vision

for Parramatta:

To be the driving force and heart of Australia’s most signifi cant economic

region; a vibrant home for diverse communities to prosper;

and a centre of excellence in research, education and enterprise.

> The CBD, Westmead, Rydalmere and Camellia all contribute to

Parramatta’s Economic Development Levy, recently extended by IPART.

> Of the four, Westmead’s health and bio-medical competency is seen as

Parramatta’s economic point of diff erence and expected to infl uence

economic activity in the other three employment precincts over the long term.

EXECUTIVESUMMARY


> This strategy calls for the city as a whole to prioritise and integrate six

economic development priorities:

1. IDENTITY

Establishing a competitive identity that diff erentiates Parramatta from

other locations and infl uences the supply of infrastructure and investment

2. BUSINESS

Developing the capacity of local fi rms and industry to grow, specialise and

employ

3. LABOUR

Educating, retaining and attracting quality labour with skills aligned to the

needs of local industry

4. PROPERTY

Developing land and property assets to promote and accommodate jobs

growth and house the workforce of the future

5. AMENITY

Facilitating vibrant, safe and attractive street life capable of attracting

people and business

6. INFRASTRUCTURE

Securing infrastructure to bring the various parts of the City of Parramatta

together and connect it to Greater Sydney and the world

> Parramatta Council is already active in a number of these areas –

particularly in the property, amenity and infrastructure lobbying fi elds

– however activity could be more eff ectively coordinated and linked to

a consistent strategic and economic development agenda. New eff orts

in business development, attraction, skills development and city identity

projection are needed to supplement existing programs and target the

issues articulated by business at the Economic Development Forum in

March 2011.

> Council’s Economic Development team is well-positioned to facilitate and

lead activity, together with its external partners, in these new areas.

> The six priority areas highlighted in this document break down into 20

strategies and 85 actions. They are presented throughout and summarised

at the back of the document. The rationale for the selection of particular

strategies and actions is explained in the following sections.

> The levy has been allocated towards 1) supporting the business-specifi c

activities of the Economic Development Team, and 2) assisting areas within

Council whose work has strong Economic Development outcomes, but

little or no funding for activities called for under this plan. Areas proposed

to receive funding from the levy include Transport Strategy, Tourism and

Place Management.


There are currently 4.5 million people in Sydney – Australia’s largest city –

2.5 million in the Sydney CBD and surrounding suburbs, and 2 million in

Western Sydney.

Sydney’s population is growing rapidly. By 2036 it will be 6 million; by 2050

it will be 7 million, with most of the growth occurring in the West. By 2050,

the majority of people in Sydney, some 4 million residents, will live west of

Parramatta.

To accommodate and maximise the talents of all 7 million people,

governments will need to connect people to employment, health care, schools,

universities, and good social, cultural and recreational facilities. This will

require urban planning and infrastructure provisioning across the whole

metropolitan area, and the economic development of cities and centres

outside the Sydney CBD and ‘Global Arc’ to place quality jobs and other

necessities close to the homes of the population.

These principles underpin ‘NSW 2021’ – the newly released State Plan, and

the Metropolitan Plan for Sydney 2036, released December 2010, yet Sydney

is a long way from achieving the vision advanced by these documents.

Chronic under-investment in infrastructure and the slow pace of change in

the decentralisation of knowledge industries and employment has made it

diffi cult for Western Sydney to fully participate in the 21st century economy.

Western Sydney students negotiate inadequate public transport systems to

attend university, commuters travel long distances to jobs in the east and

north, and households are vulnerable to rising fuel, road tolls and cost-of-

living pressures.

The constraints of established Sydney and the inadequacy of existing

transport networks to link Western Sydney’s ‘regional cities’ to hinterland

suburbs are negatively aff ecting Sydney as a whole. Declining productivity,

congestion, social dislocation, poor liveability and environmental costs

associated with car dependency are diminishing Sydney’s reputation and

status as the global gateway, and the way Sydney people feel about their city.

To address these issues, Sydney needs to undertake social, economic and

structural change over the next 25 years to re-engineer the spatial distribution

of jobs into strategic centres across Sydney and improve the operation of

labour markets. Parramatta – the most developed of the regional cities and

the second largest employer outside the Sydney CBD – will be at the forefront

of this change.

SYDNEY’S GROWTH DILEMMA


Parramatta is already the largest employment destination for Western Sydney

people and the second largest employment destination for the metropolitan

area after the Sydney CBD. It is centrally located with relatively good transport

access and a predominance of service sector jobs.

Parramatta was the only Western Sydney locality not to go backwards in the

SEIPA social indicators study of 2006. Its inner city population, and attendant

24 hour economic cycle are growing. Parramatta’s residents are young,

increasingly educated, multi-cultural and highly aspirant.

Already it has the industry structure of a city with fi nance, insurance,

accounting, law, business services, government administration and

health sectors dominating the economy. There is scope to shift the type

of employment off ered in these industries towards the knowledge end

and increase the number of managers, professionals, para-professionals,

technical specialists and scientists working in the Parramatta area. The city

has a burgeoning bio-medical cluster at Westmead, an expanding university,

a large central park and river corridor connecting Parramatta to the Sydney

CBD, and residential areas around the CBD that can accommodate additional

density.

It has existing employment lands on the fringe of the CBD at Rydalmere and

Camellia ripe for renewal into job-rich knowledge precincts that could, with

the provision of the appropriate transport and knowledge infrastructure,

produce employment growth well above the jobs target of the Metropolitan

Plan 2036.

PARRAMATTA

Sydney’s top 5 employment

destinations

Sydney 274,473

Parramatta 79,360

North Sydney 73,307

Ryde 70,769

Chatswood 62,273

Source: ABS Census 2006, employment data by Statistical

Local Area


VISION FOR PARRAMATTA:TO BE THE DRIVING FORCE AND HEART OF AUSTRALIA’S MOST SIGNIFICANT ECONOMIC REGION; A VIBRANT HOME FOR DIVERSE COMMUNITIES TO PROSPER; AND A CENTRE OF EXCELLENCE IN RESEARCH, EDUCATION AND ENTERPRISE.



Greater Sydney – 2036 If the predictions of the Metropolitan Plan for Sydney are correct a major

restructuring will be underway in Sydney in 2036. Sydney will be recalibrating

away from the coast and towards a whole-of-Sydney approach to urban and

economic development. There will be a new emphasis on the geographical

centre as the West expands, with a large city presence at Parramatta

continuing to grow and the movement of increasing volumes of goods,

services, people and information through infrastructure networks organised

around a central and accessible mid point.

Parramatta will be diff erent – physically, economically, socially and culturally.

It will have an important role in the structure of Sydney, and a leadership role

in the region, active in its support of neighbouring centres and suburbs and a

strong partner city to Sydney, Penrith and Liverpool.

Back offi ces and some government tenancies will leave Parramatta in search

of more aff ordable city-centre land and proximity to labour located on the

fringe. These relocations will help advance the economic development of

cities west of Parramatta. At the same time subsidiary arms of large fi rms will

move into Parramatta from other capital cities, seeking proximity and access

to the growth markets of Western Sydney.

New transport routes will reinforce the role and status of regional cities,

connecting them to origin suburbs, and to other regional cities. Parramatta

will function increasingly as the main hub of the Sydney transport network,

spreading the travel demand across the system and making a range of

employment destinations available to Sydney commuters.

The Sydney CBD will be experiencing a renaissance by 2036. It will have

re-affi rmed its role of gateway city and lifestyle capital of Australia, buoyed

by an easing in congestion, pollution and frustration levels among users of

the city, and from new investments in sustainable transport, public domain,

precinct renewal and tourism from the Asia Pacifi c region. A property-lead

residential revival will be underway in parts of the Sydney CBD vacated by

THE ECONOMICDEVELOPMENT VISIONFOR GREATER SYDNEYAND PARRAMATTA


fi rms migrating to Barangaroo. Manhattan-style residential boroughs will be

forming, fuelled by a sophisticated after-hours economy and new fl ows of

international talent seeking housing and career opportunities in Australia’s

global city.

Business and industry will be well established in employment lands outside

the Sydney CBD. Signifi cant intra-regional supply chains will evolve, as will

international trade with neighbouring countries. Western Sydney’s growth

will be a focus for the news media prompting Service sector fi rms with head

offi ces in other states and countries to seek a foothold in the market.

Central Parramatta, with its professional clusters, connectivity and highly

educated labour force, will be a magnet for business looking to partake in the

transformation of Sydney and the opportunities on off er in the West.

Parramatta – 2036

Employment

Parramatta will be the centre of high value-adding employment and the

driving force behind the generation of new wealth in Western Sydney. Its

economic identity will consist of four specialised and inter-connected

employment centres; the Parramatta CBD, Westmead, Rydalmere and

Camellia. They will house the overwhelming majority of jobs in the Parramatta

LGA. All four will produce high volumes of high-skilled knowledge based

employment concentrated in particular sectors:

CBD

Professional services including:

– Finance/insurance (especially banking)

– Professional/scientifi c/technical (accounting, legal, engineering, advertising)

– Business services

– IT/media

WESTMEAD

– Health, bio-medical

RYDALMERE

– Applied IT associated with the manufacturing sector

CAMELLIA

– Advanced construction and energy with a focus on renewables.

Of the four, Westmead’s bio-medical and health/life sciences competency

will be Parramatta’s economic point of diff erence on a global scale and will

infl uence over the long term the industry composition of the other three

precincts.

The growth of Parramatta’s new knowledge industries will correlate with

rising levels of post-secondary study amongst residents of the region. The

University of Western Sydney, TAFE and the tertiary training sector will

produce high numbers of knowledge graduates by 2036. Many of these

students will remain in the region and seek work in their nearest city.


Young graduates and professionals will fi nd the increasing presence of

corporate decision-makers, career options and the improved liveability of

Parramatta appealing. Many will rent or buy in the area, many will raise young

families in apartments. Providing for and retaining successive generations of

family members will be a priority for Parramatta as it strives to retain skilled

staff and build social capital over the long term.

The tastes and preferences of young qualifi ed workers will drive the demand

for quality housing, high-end retail, restaurants, bars and services in each

of the four employment precincts, particularly in the CBD and Westmead.

This will change the street life and amenity of areas and positively aff ect

perceptions of Parramatta. Higher densities of city-living professionals and

high quality urban infrastructure will deter anti-social behaviour and improve

the security profi le of the area.

Higher self-suffi ciency levels in Western Sydney will see more people working

close to home, and greater use of buses, trains and tele-commuting. This will

generate positive externalities for the environment by reducing co2 emissions,

pollution and associated health costs.

Character of the CBDCommercial activity in the CBD will expand to the North along Church Street

and East along the river.

The North will be an affl uent professional area that will merge with the

medical character of adjoining Westmead. Residential stocks in the North will

gentrify to house surgeons, specialists, management staff and their families.

The area will be serviced by a new rail station at Parramatta North connecting

to middle class areas in the Hills and Hornsby areas. North West residents will

work in growing numbers in the Parramatta area as industry grows and the

amenity of the area improves.

The East will develop a creative character defi ned by media, communications

and IT companies. Inner city housing will interweave with fringe industry

setting up in cheap offi ce space around the eastern ends of George and

Macquarie Streets and the streets in between. A small fi lm and post-

production industry will develop to service fi lming activity in the CBD and

the activities of Cumberland Newspapers. University students from nearby

Rydalmere will live and socialise in the area. Some will work part time in local

fi rms.

Civic Place and the central thoroughfare from the station to the river will

become the focal point for community life in the CBD. Church Street Mall will

NORTH PARRAMATTA HOUSES


become a city park providing much needed green space to workers in the

northern end of the CBD and framing the heritage assets of the Town Hall and

Church.

Auto Alley will become a commercial extension of the CBD housing the

underground Sydney stop on the East Coast Fast Rail route and a host of new

private fi rms aboveground seeking direct rail connection to east coast cities.

If Fast Rail does not eventuate the southern areas may instead become mixed

use as the auto industry restructures and high-density residential estates,

large format retail and hospitality take over, revitalising the southern corridor

of the CBD and supplying local fi rms inside the core with skilled labour.

Harris Park and Granville will continue to grow as vibrant inner-city cultural

neighbourhoods heavily infl uenced by their ethnic concentrations and known

by Sydney-siders for their good food and local customs. Both will densify,

Granville in particular.

Parramatta Park will be a highly activated space by 2036. It will connect to a

green belt running through the Cumberland Hospital site, Lake Parramatta

and the river foreshore to Rosehill Gardens. Large 3 and 4 bedroom

apartments will overlook the park and river and be occupied by couples,

families and children.

A modern hybrid tram/metro system, akin to the lightrail systems of Europe,

will service Parramatta, connecting its four employment precincts to key

labour sources in the area. It will go North to Epping, Castle Hill and Norwest;

South to Bankstown; East to Meadowbank and the Inner West at Concord;

and West through the park to Westmead. There will also be an important

connection established to Sydney Olympic Park along the river corridor via

Camellia which will drive visitation in the region. Over time, similar transport

systems will be developed for Penrith and Liverpool.

ARTIST’S IMPRESSION OF CIVIC PLACE


Parramatta CBD’s role in the new regional economicsThe regional economics of Western Sydney will take on a hub and spoke

formation whereby Parramatta CBD, the administrative ‘hub’, will service

‘client’ fi rms in the employment lands around it.

Strong links between Parramatta and Global Sydney in the form of regular

staff exchanges, business transactions and the rapid sharing of knowledge,

will furnish Parramatta with international expertise that will be made

available to Western Sydney ‘clients’.

Service professionals operating from Parramatta will be closer and more

personally accessible than Sydney, and will have fi rst-hand knowledge of

Western Sydney, having grown up in the area.

Westmead, Rydalmere, Camellia

Westmead

Westmead will be a world class bio-medical and bio-technology cluster, a

state signifi cant asset characterised by high levels of research, interaction and

science. Its four hospitals and multiple research centres will expand in the

next 5 years, increasing jobs and the capacity for innovation but also the need

for road traffi c and public transport provisioning.

Specialists will move between the research, teaching and clinical arms of the

cluster, taking ideas from conceptualisation to testing and through to clinical

application. PHD students will work with professors from around the world on

ground-breaking research. There will be innovations in E-Health. Westmead

will produce a Nobel Prize winner in the next 25 years.

Facility expansion will align with an agreed vision for the precinct. There will

be new spaces for researchers to collect, think and socialise, and for visiting

specialists to present fi ndings and emerging research in new auditorium

PHOTO COURTESY OF CITY OF SYDNEY


facilities with fast broadband connection. There will be childcare facilities

to support the female skew of the workforce. Ground fl oor areas will bring

much needed amenity to the area providing patients and visitors with spaces

to meet and talk privately. New access ways to Parramatta Park will open up

valuable walking and cycling paths and additional visitor accommodation will

be built in the area.

The bio-medical industry will move into Westmead, populating lands around

Redbank Road and commercialising opportunities from research. Council

will encourage this activity by rezoning lands and encouraging fl exible lab-

prototyping and cheap offi ce space development to house small high-tech

fi rms that are likely to grow rapidly. Large warehousing and manufacturing

tenants occupying industrial lands in the precinct may exit the area in time

allowing larger pharmaceutical and life sciences fi rms to move in and expand

the cluster.

Camellia

Camellia will be an eco-industrial precinct specialising in the sustainable

building and energy fi elds.

Shell will cease refi ning and free up 40+ hectares of land. There will be land

and water remediation and new enterprise creation with signifi cant scope for

increased employment numbers. Shell will lead the renewal working with the

Commonwealth Department of Innovation, Industry, Science and Research

and various universities to develop capacity for bio-fuel and other renewables

research. This may culminate in the building of a new Shell-sponsored

research facility. There will be additional research links and an overpass to the

new UWS science centre at Rydalmere.

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NEW PARRAMATTA: 4 SPECIALIST

EMPLOYMENT PRECINCTS TASKED WITH

INCREASING KNOWLEDGE EMPLOYMENT

ACROSS KEY SECTORS


The Australian Turf Club will build a new hotel, registered club, refurbished

grandstands and function rooms. They will be encouraged to make retail, food

outlets, ATM and recreation facilities available to the peninsula workforce. The

hotel will benefi t from an improved vista following closure of the refi nery.

New road links will alleviate traffi c blockages at Grand Avenue, improve

access to the M4 and increase the productivity of resident fi rms.

Camellia will retain its industrial character even as it works to increase

R&D activity in the area. This will allow Parramatta to off er employment

opportunities at both the high and low ends of the skills spectrum and

maximise the employability of residents, particularly those with trade training

and manufacturing experience.

Rydalmere

Rydalmere will house a high-tech business park developed in conjunction with

UWS Rydalmere’s campus expansion. The precinct will be home to between

5,000 – 11,000 knowledge workers, 2,500 tertiary professionals and 30,000

students many of who will use the Carlingford line (upgraded and connected

to the network) to access the area.

There will be signifi cant links between the businesses of the precinct and the

scientifi c research capabilities of the university. There will also be links with

Macquarie University at Ryde. The precinct will develop and supply technology

predominantly to the advanced manufacturing and health sectors of Western

Sydney.

The intermingling of university students, researchers and business

professionals will be aided by state-of-the-art facilities and public domain

designed to induce interaction. There will be high transition rates from

university to work experience and employment within the precinct. The

employment lands around the business park will take on some of the industry

characteristics of the core cluster as new fi rms move in and existing fi rms

diversify in line with the dominant economic activity of the area.

New ParramattaTogether these four interconnected precincts will underpin a new knowledge-

based economic identity for Parramatta and a platform for the achievement

of Metropolitan Plan job targets. Job targets may be exceeded in the event of

major transport improvements in the area.

To deliver on ‘NSW 2021’ and the Metropolitan Plan for Sydney, Council will

need to activate state and federal governments, the broader Australian

business community, Western Sydney, and the mainstream media around the

idea of 1) a strong central city for Sydney and 2) the benefi ts of unlocking the

economic potential of the West.

Parramatta Council will be unable to succeed in recalibrating Sydney on its

own. It will need to make high-level advocacy, true partnership-building and

media campaigning a major part of the economic development agenda for the

next fi ve years so as to build support for the vision of future Parramatta.

It will also need to prioritise local economic development, ie activity within its

own sphere of infl uence that can work to augment the actions of other levels

of government.


To achieve its long term economic development goals, this strategy calls for

the prioritisation and integration of the following six strategic priority areas:

Establishing a competitive identity that

diff erentiates Parramatta from other locations

and infl uences the supply of infrastructure and

investment

Developing the capacity of local fi rms and

industry to grow, specialise and employ

Educating, retaining and attracting quality labour

with skills aligned to the needs of local industry

Developing land and property assets to promote

and accommodate jobs growth and house the

workforce of the future

Facilitating vibrant, safe and attractive street life

capable of attracting people and business

Securing infrastructure to bring the various parts

of Parramatta together and connect it to Greater

Sydney and the world

A. IDENTITY

B. BUSINESS

C. LABOUR

D. PROPERTY

E. AMENITY

F. INFRASTRUCTURE

PARRAMATTA ECONOMICDEVELOPMENT STRATEGY 2011–2016 SIX PRIORITIES



The six priority areas extrapolate to 20 strategies to be implemented over the

next 5 years. They include:

A1. Establishing competitive identity

A2. Broadening the city’s media profi le

A3. Holding an annual business forum and broadening engagement activity

B4. Helping build sectoral specialisations in 4 primary employment precincts

B5. Attracting new fi rms to Parramatta

B6. Building capacity for innovation

B7. Supporting small business and start-ups

C8. Raising skill levels and aligning them to the needs of industry

C9. Attracting and retaining talent

C10. Ensuring diversity of employment

C11. Addressing unemployment

D12. Activating the CBD property market

D13. Planning for three specialist employment precincts

D14. Attracting capital to Parramatta

E15. Improving safety

E16. Activating lanes, retail precincts and riverbank

E17. Growing the leisure/tourism product off ering

F18. Improving transport infrastructure

F19. Improving internet speeds and connectivity

F20. Strengthening professional networks and partnerships

(soft infrastructure)

A. IDENTITY

B. BUSINESS

C. LABOUR

D. PROPERTY

E. AMENITY

F. INFRASTRUCTURE

PARRAMATTA ECONOMICDEVELOPMENT STRATEGY 2011–2016TWENTY STRATEGIES



The Economic Development Forum held in March 2011 highlighted the

benefi ts for Parramatta of outward engagement. This section outlines ways

of continuing the momentum and engagement opportunities created by the

Forum.

A1 Establishing competitive identity

A2 Broadening the city’s media profi le

A3 Holding an annual business forum and broadening engagement activity

A1 Establishing competitive identityParramatta has been given a high status in the Metropolitan Plan for Sydney,

referred to in the latest iteration as the premier regional city. Its growth

over the past 20 years (though mostly government-driven) has shown that

Parramatta has potential for further change, yet there are questions in the

minds of people and business about the true nature of Parramatta and whether

it can live up to the designations of the Metropolitan Plan in its own right.

There are divergent views as to what Parramatta is. It is seen as a ‘work’

location, but not necessarily a ‘business’ city. It is referred to as a ‘government

town’. There is low awareness of Parramatta’s industry strengths and – UWS

and Westmead are seen as unconnected entities, not the economic assets of

the broader city.

Parramatta is regularly linked with suburban icons like the local football

team, heritage properties, the park and river. Some struggle to see it as a city,

believing it should be as easy to park in Parramatta as it is to park at the local

shops.

Sydney-siders describe Parramatta as ‘out there’, somehow separated

from ‘real’ Sydney. Many are surprised by its size and city characteristics

– seemingly unaware it is already a major metropolis and the second

largest employer outside the Sydney CBD. Despite its growing private sector

specialisations, young professionals do not see Parramatta as a place to build

a career. They live in Parramatta but work in the Sydney CBD.

Terms such as ‘second CBD’ connote inferiority and secondary status. Surveys

have linked Parramatta with ruggedness, reliability and on the downside;

crime and unsophistication.

IDENTITYEstablish a competitive identity that diff erentiates Parramatta from other locations and infl uences the supply of infrastructure and investment

GOALS TO 2036

> Increased recognition of brand

and identity proposition

> Increased interest in living,

working, investing, learning or

visiting Parramatta by those

not already engaged with the

city

> Increased business and

government investment

A


Panellists at the Economic Development Forum in March said Parramatta

needed to project a compelling identity or the market would remain unclear

about its point-of-diff erence and the media would remain disengaged. It is

seen by many as a place in transition, a place yet to arrive.

There is a need now for Parramatta to think of itself diff erently and to project

the confi dence of a city that has many of the answers to Sydney’s problems.

The impending commencement of Civic Place and the sweeping renewal

of the riverbank, city core, Auto Alley, Rydalmere, Westmead and Camellia

provide an opportune time to launch a new identity and project it across the

new community strategic plan and set of major initiatives that will move into

construction in the next 5 years. These initiatives will generate brand equity

for one overarching concept – the rise of the city Parramatta.

Current status

Work is underway with Generation Alliance on the development of a strategic

competitive identity. Once approved it will be embedded in the Parramatta

2036 strategic planning process and workshopped with business and

resident communities. It will also spearhead new marketing campaigns in the

commercial and cultural areas.

The things that Council does, the way it behaves and the way it talks about the

city should all align with and reinforce the central tenants of the identity.

ACTIONS FOR NEXT 5 YEARS

A.1.i. Develop a competitive identity that draws on the city’s strengths and

communicates a clear and compelling vision for where the city is heading.

A.1.ii. Embed vision into Parramatta 2036 strategic plan and all

Council communications.

A2 Broaden the city’s media profi leThe Economic Development Forum held in March 2011 and directed by the

Chair of Parramatta’s Economic Development Forum signalled for the fi rst

time Parramatta’s willingness to open up a dialogue with the Sydney business

and government elite, and to voice the concerns of Western Sydney in the

debate about Sydney’s growth.

This has generated new interest in the City of Parramatta. Multiple speaking

opportunities, media articles and visits by industry association leaders have

occurred as a result of Parramatta’s engagement eff orts. The argument that

Western Sydney is important and that Parramatta is the fi rst step towards

unlocking its potential has received a wide hearing. People are interested in

seeing where Parramatta goes next.

The city should build upon this momentum and use the media to familiarise

people with Parramatta and allow them to share in its journey. This will

allow a broader, truer picture of Parramatta and Western Sydney to emerge

from behind the negative stereotypes – and for people to follow the region’s

economic, social, cultural and environmental progress.

Vision for Parramatta

To be the driving force

and heart of Australia’s

most signifi cant

economic region;

a vibrant home for

diverse communities

to prosper; and a

centre of excellence in

research, education and

enterprise.


Consistent, high quality media coverage is needed, drawing on the changes to

occur in and around the CBD. Messages need to be clear and consistent, and

aligned to key strategic messages linked to a larger vision and identity of the

city. The city should emphasise both its commercial and cultural aspects.

Some external journalistic expertise will be required to research and produce

local and regional content that will attract the major metropolitan media.

While Council will regularly feature in this content, and will be the approving

entity for it, coverage may not always centre on Council. There is a need to

have the city itself take centre stage.


A.2.i Develop city media and communications strategy.

A.2.ii Manage city’s media profi le, ensure communications are consistent and use single

voice

A.2.iii Improve online/print communications and business-specifi c content in local/

major newspapers

A3 Holding an annual business forum and

broadening engagement activity Parramatta and Western Sydney’s economic development task goes beyond

the mandate or resources of Council. It is something that needs to be tackled

by all three levels of government in a true partnership with community, local

businesses, regional Councils and the private sector.

The Economic Development Forum allows Parramatta to position itself as an

astute and credible partner and to maintain a dialogue with policy-makers on

infrastructure, planning and resourcing decisions.

Parramatta has been successful in the six months since the initial Forum,

building links and credibility within government circles. It has received a wide

array of invitations to speak publically on the needs of the city and region.

There is great potential for this to continue and for it to be broadened to

include other representatives (WSROC, UWS and prominent leaders from the

private sector).

A second forum is planned for March 2012 where the further development of

Parramatta will be discussed over what is likely to be a 2-day program.


A.3.i Build infl uence and reach of Parramatta Economic Development Forum and

associated advocacy program

A.3.ii Hold annual high-profi le business event

A.3.iii Build whole-of-Sydney links with partners/associations, be active participant in

public debate, prioritise engagement with Western Sydney neighbours

ECONOMIC DEVELOPMENT FORUM 2010


STRATEGIES ACTIONS

A1 Establishing

competitive identity

A1.i

A1.ii

Develop competitive identity that draws on the city’s strengths and communicates clear and compelling

vision for where the city is heading

Embed vision into Parramatta 2036 strategic plan and all Council communication

A2 Broadening the

city’s media profi le

A2.i

A2.ii

A1.iii

Develop city media and communications strategy

Manage city’s media profi le, ensure communications are on-message and use a single voice

Improve online and print collateral, and business-specifi c media content in newspapers

A3 Holding an annual

business forum

and broadening

engagement activity

A3.i

A3.ii

A3.iii

Build infl uence and reach of the Parramatta Economic Development Forum

Hold high-profi le business event/Forum annually

Build whole of Sydney links with government/partners/business associations, be active participant in

public debate, prioritise engagement with Western Sydney neighbours

MEASURES SOURCE

PCC staff engagement with new identity Internal Staff Survey

Parramatta community engagement with new identity Community survey through Community Voice

Business engagement with new identity Business survey using PCC marketing software

Number of positive articles mentioning Parramatta in print media Media monitoring and segmentation by key message

Number of positive articles mentioning Parramatta in electr media Media monitoring and segmentation by key message

State government attendance at Forum Number and position of attendees from targeted departments

Business attendance at Forum Number and position of attendees from targeted businesses

Other local government representation at Forum Number and position of attendees from Western Sydney councils

Other institutional representation at Forum Number and position of attendees from Western Sydney councils

Number of submissions to state/federal departments Count of PCC-wide submissions to state/federal departments

Government investment in major city-building initiatives Count of investment, favourable policy, public sector relocation

MEASURING PROGRESS: IDENTITYEstablish a competitive identity that diff erentiates Parramatta from other

locations and infl uences the supply of infrastructure and investment


In addition to the need for high-level engagement, there is also a need for local

economic development in Parramatta.

Business

Parramatta needs its fi rms to be healthy, competitive, well connected to each

other and able to access all the things fi rms need to grow, specialise and

employ. This includes access to labour, property, capital, research facilities and

supportive urban, transport and digital infrastructure.

Enterprise mix

Parramatta, like all successful cities, needs to maintain a good mix of small,

medium and large enterprises.

The LGA was home to 15,500 businesses in 2006, 45% of which were based

in the CBD. Of the 7,000 businesses in the CBD, 33 of them were ‘large’ in that

they each employed over 200 staff and 483 fi rms employed between 20-200

staff (50 employing over 100). All other enterprises, 93% of the CBD total, were

‘small’. They either didn’t employ or they employed less than 5 staff . This is

not unusual as jobs growth usually emanates from the expansion of small

enterprise.

Large fi rms have a unique role in cities too. Parramatta’s large businesses are

known brand names - but most are back offi ces; call centres, and processing

units. These organisations, and the numerous government departments that

have moved to Parramatta - have been the major drivers of employment

growth in Parramatta over the past 10 years. Without them, the city’s

employment and offi ce space growth has been moderate at best.

There is a need to focus on the growth of existing businesses, and to attract

more private sector fi rms of all sizes to Parramatta.

Knowledge economies

Sydney’s economy is increasingly knowledge-based and reliant upon skilled

and fl exible workers that can synthesise information, solve problems, improve

goods and services and adapt to change. Parramatta is following this trend.

Its predicted growth industries are in the knowledge sectors (health, fi nance,

insurance, professional, technical), while manufacturing, construction and

wholesale sectors are predicted to decline as a percentage of overall share.

This will create increased demand in Parramatta for skilled workers, and

greater interaction between fi rms, universities and other research facilities

BUSINESSDeveloping the capacity of local fi rms and industry to grow, specialise and employ

GOALS TO 2036

> Enterprise growth suffi cient

to generate 27,000 additional

jobs in the CBD and 7,000 in

Westmead by 2036

> Enterprise growth suffi cient

to generate up to 10,000

additional jobs in Rydalmere

and Camellia (assuming

transport provision)

> 30% of growth to be

in knowledge sectors

particularly professional

services, health, applied IT,

energy and construction.

B


as knowledge fi rms search for new products and processes, and new ways

of doing business. Industry specialisation and clustering, (already apparent in

Westmead), is a feature of knowledge economies that produces effi ciencies

and innovation. Clusters in Parramatta will be more prominent in coming

years.

The benefi ts of knowledge sectors

Large fi rms will move higher order functions to Parramatta over time which

will see senior directors and partners active in the city. This will enrich

leadership networks and allow fi rms to better integrate into local supply

chains, business networks and community life. Some of Parramatta’s fi rms

are diffi cult to engage at present because decision-makers have remained

largely in the Sydney CBD.

The movement of high order business units to Parramatta will make more

challenging, better paid jobs available and this will aid the retention of

home grown professionals and bring talent in from outside the area. Many

commuters, having worked in Parramatta for a while, will choose to buy

property in the area to lower commute costs and time. This will help upgrade

neighbourhoods as higher incomes fl ow into local communities.

Council’s role is to remove barriers and to accelerate the process where it can.

This plan proposes making the following four strategies a focus for the next

fi ve years:

B4 Helping build sectoral specialisations in 4 primary employment precincts

B5 Attracting new fi rms to Parramatta

B6 Building capacity for innovation

B7 Supporting small business and start-ups

DISTRIBUTION OF EMPLOYMENT BY INDUSTRY

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HEALTH

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INSURANCERETAIL

MFG


B4 Helping build sectoral specialisations

in 4 primary employment precincts This plan has identifi ed the precincts and industries that will house the

majority of Parramatta’s jobs by 2036.

Council now needs to put settings and incentives in place for older

employment lands – such as Rydalmere and Camellia – to transition to new

knowledge intensive uses, and to provide capacity for established industry

agglomerations – in the CBD and Westmead – to expand physically and to

specialise.

In addition to developing a detailed vision for these areas, Council has a role in

bringing stakeholders into the process and securing government support for

land use changes and transport provisioning.

It can also carefully identify industries matched to a particular area, and

once the renewal process is complete, work with that industry, connect them

to resources, identify and eliminate barriers, facilitate interaction, brand

precincts and promote the industry to outside markets.

Industries clustering in particular locations are able to achieve productivity

premiums through labour and technology pooling, knowledge transfer

and innovation. It is in Council’s interests to promote this activity and help

establish competency in sectors that give Parramatta a competitive advantage

over other areas.

Current status

Works have commenced in Rydalmere and Westmead under cross functional

teams lead by Place Management. Camellia will be a focus over the next 2

years as Council moves to set a vision for the peninsula ahead of Shell’s and

the Australian Turf Club’s redevelopment plans. The Economic Development

Team will work closely with Place Management to manage the business

interests of the area and to begin to profi le the target industries for marketing

and business attraction campaigns in coming years.

The CBD has a diff erent set of factors at play including the presence of

multiple emerging sectors (some of which are linked), the prominent

role of Council as landowner and developer and the need for fi ne-grain

place-making linked to the identity of the city. The CBD is a priority for the

Executive, Economic Development, City Culture Tourism and Recreation, Place

Management, Property Development, Asset Management, Urban Design,

Land Use Planning, and Transport teams within Council. There is a need for

greater coordination and place making/activation planning in this area. This is

discussed further in the Amenity section of this document.

The CBD’s professional services sector, comprising 1) fi nance, 2) professional/

technical, 3) business services, and 4) media/IT is already relatively well

developed and has high jobs growth potential. There is scope to bring these

businesses together to work with Council in promoting the city’s professional

strengths to markets in Western Sydney (Macquarie Park, Auburn, Bankstown,

Norwest).


Work with the CBD’s retail sector (via City Centre Place Manager), and the

leisure sector (via City Culture, Tourism and Recreation teams) will also occur

over the next fi ve years, supported by input from the Economic Development

Team and some funding from the Economic Development Levy (also

discussed in the Amenity sections).


B.4.i. Commission analytics into specifi c growth sectors for Westmead, Rydalmere,

Camellia.

B.4.ii. Brand and market each precinct as specialised centre of excellence (links to

Business Attraction actions of next section)

B.4.iii. Establish CBD Professional Services Business Group to showcase professional

services capability to Western Sydney markets.

B.4.iv. Reinvigorate Camellia Business Group to guide masterplan and seeding of future

activity cluster (see also Property section).

B.4.v. Facilitate stakeholder engagement in Westmead, participate in cluster activity and

ongoing profi le-raising.

B.4.vi. Facilitate stakeholder engagement in Rydalmere, assist fi rms through transition/

relocation process, help build competency of new industry and links to university.

B5 Attracting new fi rms to Parramatta Parramatta is an increasingly viable option for business tenants wanting to

open a Western Sydney offi ce. It off ers centrality, labour supply, transport and

low rentals.

Parramatta competes, for certain tenants, with Norwest, Rhodes and

Macquarie Park who have larger fl oor plates, proximity to management level

workers and fewer social issues than Parramatta. Sydney Olympic Park’s

commercial expansion will add new competition when complete. Rydalmere

and Camellia may compete with these business park areas in the future.

Parramatta is, however, a city. Its CBD has diff erent attributes to business

parks. It has scale, density and vibrancy. Cities generate 24-hour ‘city life’

and are attractive to young professionals and visitors. They also support an

unusually broad range of small enterprises not found in business parks.

These dynamics give cities a particular character and point-of-diff erence that

Parramatta can maximise by making the urban environment of the CBD as

high-quality, entertaining, business-friendly and safe as possible.

Council can help fi rms choose Parramatta. Showing potential tenants that

Parramatta is an open-for-business city with a progressive Council and a

strong vision of where it is heading, together with professional staff catering

for business needs - puts Parramatta ahead of other local Councils.

Positioning the Economic Development Team as a local knowledge centre for

incoming business is an important part of a future open-for-business agenda.

The team can make information on the local and regional economy, growth


sectors and renewal precincts, the property and labour markets and the

demographics of local labour sources readily available to incoming fi rms. The

Business section of Council’s website needs to provide the latest news, media

coverage, business programs (ie sustainability, digital economy), upcoming

business and networking events and a running blog of city/business news.

Businesses should be able to obtain business listings of local suppliers

and clients and receive personal introductions to the right people inside

Parramatta via the Economic Development resources of Council. This service

to business is not being delivered in an integrated way at present and can be

signifi cantly improved in coming months.

Initiating and building relationships with fi rms not yet convinced of a move

to Parramatta is another Economic Development role, one that is long-term

focussed, and intersects and supports the sales activities of local leasing

agents. It involves signifi cant market analysis and studying of business

behaviour and concerted network building in groups not yet active in Western

Sydney.

There is scope for a partnership to be formed between Council and the

leasing sector to work collaboratively on bringing new fi rms (of all sizes) to

Parramatta. There is signifi cant interest from leasing agents in this idea.

Continual contact with external businesses, such as those that attended

the Forum is critical. Good information and contact-managing systems are

required to keep target fi rms connected to the Parramatta story.

Target fi rms for CBD

This strategy proposes that mid-sized second tier fi rms in the four city-based

sectors mentioned in the previous section, with head offi ces in other capital

cities are a target market for the Parramatta CBD. These businesses will seek

a Parramatta presence as they do increasing volumes of work with Western

Sydney clients. They will want to locate in the largest, most central and best-

networked city. Deloitte has just done so, moving 19 partners and 600 staff


to Parramatta. Bentleys will do the same later this year. Signifi cant numbers

of accountants, engineers, training colleges and recruitment fi rms moved to

the city in the last 5 years. They will start small, and grow as Western Sydney

grows.

More detailed work is required to profi le the target markets for Westmead,

Camellia and Rydalmere.


B.5.i. Conduct property audit, map business by industry, identify gaps/opportunities

B.5.ii. Implement business attraction campaigns outlining opportunities for specifi c

industries matched to one of four employment centres.

B.5.iii. Partner with leasing sector to share intelligence and bolster sales activity

particularly in gap areas.

B.5.iv. Provide high-value data to incoming or prospective fi rms

B.5.v. Assist relocation and induction of newly arriving fi rms and staff .

B.5.vi. Help fi rms through DA and other regulatory processes, champion business

concerns internally.

B.5.vii. Use new fi rms and staff as case studies and spokespersons, capture progress

over time.

B6 Building the capacity for innovationInnovation arises when fi rms’ exposure to new knowledge and ideas coincides

with a willingness to absorb them into to core business or to exploit them

commercially. Parramatta has considerable knowledge producing assets

that place the city in a good position to drive innovation in the economy.

Parramatta’s Westmead institutions and expanding UWS campus at

Rydalmere are key assets.

UWS wants to improve its standing in academic circles by developing the

capacity of existing research centres, and developing new ones linked to

the needs of Western Sydney industry. Parramatta fi rms can be part of this

process by infl uencing the type of research invested in by governments

and the university in these early stages of growth. Strengthening the area’s

research capabilities, and aligning them to high-growth sectors will allow local

specialisations to fl ourish over time. This will give Parramatta a competitive

edge over other locations.

Council also has an interest in strengthening its own relationship with the

University. It is a key strategic partner, not only because it can drive innovation,

but also for its role in up-skilling the labour force; renewing Rydalmere;

lobbying governments; developing professional networks and considering

a central CBD presence. It is also an important link to Parramatta’s regional

neighbours via its distributed structure and 6 campuses.

Through a renewed focus on supporting and working with the research sector,

Council can help forge links with local operators and build the innovative

capacity of the economy.


PHOTO COURTESY OF COLT GROUP/FLICKR

Exposing fi rms through targeted programs to the opportunities and

challenges of the green and digital economies is also crucial as carbon taxing,

the installation of the NBN and other major reforms take eff ect at the local

level and the impetus for change increases.


B.6.i. Create MOU with UWS.

B.6.ii. Formalise joint master-planning of UWS expansion/Rydalmere Technology Park.

B.6.iii. Support growth of Westmead, particularly expansion of research centres and

linkages with nearby fi rms. Assist commercialisation activity.

B.6.iv. Explore opportunities to locate centre of excellence in CBD and/or Camellia

B.6.v. Assist business adapt to the ‘green economy’.

B.6.vi. Assist business adapt to the ‘digital economy’.

B.6.vii. Promote local innovation success stories.


B7 Supporting small business and start-upsThe Parramatta LGA is home to approximately 13,000 small businesses. 9,000

are sole operators, and a further 4,000 employ less than 5 people. There are 6

organisations involved in the small business space each providing some form

of service to local entrepreneurs. At least 4 of these organisations provide

networking opportunities.

It has become evident to those who have spent time in the small business

networks, that the same businesses are involved in almost all activities. The

overwhelming majority of operators are not accessing services or engaging

with others.

Economic Development commissioned a report into these issues in 2008. It

identifi ed 3 key fi ndings that were not implemented at the time but remain

valid. The report called for:

1) Improved communications

2) Provision of good quality rooms with a business feel for meetings, training,

presentations, video conferencing

3) Business building services (networking)

Points 1 and 3 can be responded to within existing resources. Economic

Development can improve communication channels (recommendation 1)

with a relatively small investment in database development and content

assimilation, and by working with agents to engage new fi rms to the city

and introduce them to small business support networks. Making information

available in a range of languages is a priority as a high percentage of

Parramatta owners are from non-English speaking backgrounds.

Council can also assist its partners (Chamber, Business Enterprise Centre,

Trade and Investment NSW) grow attendances (recommendation 3) by

compiling networking events into a single online calendar and promoting

them via a monthly e-newsletter.

Both of these activities would be signifi cantly enhanced, however, by

recommendation 2 – the creation of an Late Night Co-Working Business Hub

in the CBD.

A recurring theme in discussions with small businesses in the Parramatta

CBD is the lack of business-ready space available for meetings, interviews and

tele-conferencing. Much of this activity happens by default in coff ee shops and

while this suits some gatherings, it is not ideal for larger meetings or those

requiring specialist facilities.

Late Night Co-Working Business Hub

This plan recommends Council consider the idea of developing a Late

Night Co-Working Business Hub for small business, using one of Council’s

properties as a pilot venue in the fi rst instance. It is envisioned that the BEC

organization, currently in Fennel Street North Parramatta, would operate from

the Hub and run it as a 24-hour business. The Chamber of Commerce may

also consider locating to the Hub. University students could assist part time or

take on work experience at the venue.

9,000 BUSINESSES IN PARRAMATTA

ARE SOLE OPERATORS


It is envisioned the Open Business Hub would provide:

> A one-stop shop for small business information, advice, business training

and mentoring

> A meeting place for small fi rms and visiting fi rms

> Internet connectivity 24 hours

> Training room facilities and technology including tele-conferencing

> A regular line up of talks (eg focussing on the needs of ethnic businesses)

> Flexible open work spaces for individuals/small groups to meet and

collaborate, for example IT creatives

> Access to UWS faculty members and students working at the Hub

> The ability for Council to interact with small business, and host feedback

sessions (ie LEP, DA, parking)

Potential partners

> Business Enterprise Centre (BEC) formerly known as BASI.

> Parramatta Chamber of Commerce

> Sydney Business Parramatta

> Western Sydney IT Cluster

> University of Western Sydney

> Other universities

> Culturally diverse business organisations

> Pop-up Parramatta

> Social Enterprises

> Information Cultural Exchange (ICE)

In later years, if successful, the Hub could diversify. It could incorporate a

university facility or a Career’s Reference Centre for people needing advice

on resume-writing, interview technique and training. It could also rent

work spaces to start-ups, micro-businesses and creative and/or student

entrepreneurs who would otherwise work by themselves at home. It could

house a café or bar.

The University of Western Sydney has expressed interest in this concept

in the past. There is value in reopening the discussion with UWS as part of

the proposed MOU. There is also value in seeking funding through Regional

Development Australia and Trade and Investment NSW for this concept.

Ideally the Hub would be incorporated into the plans for Civic Place, providing

a modern day built-for-purpose facility for business that will come to be

regarded as best practice worldwide.

Such a facility could signifi cantly boost Parramatta’s bid for priority roll-out of

the NBN.


Co-working hubs have been a success overseas. Melbourne has over 10 hubs,

Sydney has approximately four.


B.7.i. Investigate establishing Late Night Co-Working Hub in CBD.

B.7.ii. Improve communications with small business.

B.7.iii. Deepen partnerships with small business providers, encourage cross-promotion

of services/events.

B.7.iv. Actively engage ethnic business groups and media, provide information in multiple

languages.

B.7.v. Host yearly small business information evening attended by various Council

departments including those regulating small operators.

B.7.vi. Support and integrate with activities of Social Enterprise, PopUp, ICE, Tourism and

Place Management.


STRATEGIES ACTIONS

B4 Helping build

sectoral

specialisations

in 4 primary

employment

precincts

B.4.i

B.4.ii

B.4.iii

B.4.iv

B.4.v

B.4.vi

Commission analytics into specifi c growth sectors for Westmead, Rydalmere, Camellia

Brand each precinct as specialised centre of excellence

Establish CBD Professional Services Business Group, showcase professional services capability to WS

Reinvigorate Camellia Business Group to guide Camellia masterplan (see Property) and cluster

Facilltate stakeholder engagement in Westmead, participate in cluster and profi le-raising

Facillitate stakeholder engagement in Rydalmere, retain fi rms and/or assist through transition/relocation

process, help build competency of new industry and links to university

B5 Attracting new

fi rms to Parramatta

B.5.i

B.5.ii

B.5.iii

B.5.iv

B.5.v

B.5.vi

B.5.vii

Conduct property audit, map business by industry, identify gaps/opportunities

Implement business attaction campaigns outlining opportunities for specifi c industries matched

to one of four employment centres

Partner with leasing sector to share intelligence and bolster sales activity

Provide current, accessible, high-value data to incoming or prospective fi rms.

Assist relocation and induction of newly arriving fi rms and staff

Help fi rms through DA and other regulatory processes, champion business concerns internally.

Use new fi rms and staff as case studies and spokespersons

B6 Building capacity

for innovation

B.6.i

B.6.ii

B.6.iii

B.6.iv

B.6.v

B.6.vi

B.6.vii

Create MOU with UWS

Formalise joint master-planning of UWS expansion/Rydalmere Technology Park

Support growth of Westmead, particularly expansion of research capacity and linkages with

co-located fi rms. Assist in commercialisation of new discoveries

Pursue opportunities to locate centre of excellence in CBD and/or Camellia

Assist business understand and adapt to emerging green economy

Assist business understand and adapt to emerging digital economy

Promote local innovation success stories

B7 Supporting small

business and start-

ups

B.7.i

B.7.ii

B.7.iii

B.7.iv

B.7.v

B.7.vi

Investigate establishing Late Night Co-Working Hub in CBD

Improve communications with small business

Deepen partnerships with small business providers, encourage cross-promotion of services/events

Actively engage ethnic business groups and ethnic media, provide information in multiple languages

Host yearly small business information evening attended by various Council departments

Support and integrate with activities of Social Enterprise, PopUp, ICE, Tourism and Place Mgmt

MEASURES SOURCE

Total employment Property audit such as CLUE

Employment by key sectors Property audit such as CLUE

Growth in GRP Annual growth and trend over time

Turnover As per BizFacts

Average industry turnover As per BizFacts

Productivity As per BizFacts

Commercial offi ce space Property Council Offi ce Market Report

Target vacancy rate for A grade property Property Council Offi ce Market Report

Number of small businesses Using the Aust Register of Business

Increase in the number of start up business surviving over 3 years Using the Aust Register of Business

Employment in key precincts Property audit such as CLUE

MEASURING PROGRESS: BUSINESSDeveloping the capacity of local fi rms and industry to grow, specialise and

employ


Human capital

Economic Development is not solely about business. It’s also about people;

Parramatta’s own constituents and those living in the suburbs around

Parramatta.

Cities need people that are educated, secure, confi dent and inventive - living in

cohesive societies with high levels of trust. Happy people make for a healthier,

more enterprising economy, where people take risks, organise, lead, get

involved, start businesses, make discoveries and create things. The quality of

the labour force and the learning systems that produce them, are, more often

than not, the key determinant of successful cities.

Skilled labour

Parramatta has a large and growing population that is younger and more

culturally diverse than the Sydney average. It has more degree qualifi ed

residents than its Western Sydney neighbours, however, its overall income

levels are lower than the Sydney average.

QUALIFICATION LEVELS 2006 – DEGREE QUALIFIED OR HIGHER

Sydney 27.5%

Parramatta 20.8%

Whole of Sydney average 20.0 %

Western Sydney (inc Hills Shire) 16.3 %

Source: ABS Census 2006

There is scope to both increase the skill and education levels in the local

labour force and to lift the percentage of people living and working in the

immediate area.

Only 25% of Parramatta residents work in Parramatta. 23% of Parramatta’s

managers, professional and para-professionals work locally. Parramatta

struggles to retain its people. In addition, 48,000 Western Sydney residents

bypass the city every day to work in centres east of Parramatta, providing an

indication of the size of the pool of people who could be attracted to work in

Parramatta if the employment mix, transport options and general amenity

were to improve over time.

The availability of skilled staff is a driver of business locational choice,

therefore cities must off er all the things talented staff need and want in order

LABOUREducating, retaining and attracting quality labour with skills aligned to the needs of local industry

GOALS TO 2036

> Increase in training

participation rates from 10%

to 13%

> Increase in post-secondary

qualifi cation levels in the local

labour force from 20% to 25%

> Rise in skill retention rates

from 25% to 35% of local

residents employed in local

industry

> Increasing percentage of

managers from 10% to 15%

and professionals from 23% to

27% in the Parramatta labour

market

> 20% increase in people

aged 18-35 working in the

Parramatta CBD

C


to work in a particular place. This includes high quality street life; safe and

secure environments; modern fl exible workspaces; childcare facilities, reliable

public transport and career opportunities.

Four strategies are proposed:

C8 Raising skill levels and align them to the needs of industry

C9 Attracting and retaining talent

C10 Ensuring diversity of employment

C11 Addressing unemployment

C8 Raising skill levels and align them to the

needs of industryParramatta is well serviced by schools, tertiary institutes, private colleges,

trade centres and registered training organisations off ering a broad range of

skill training.

To infl uence the training being delivered by these providers and to match it to

the needs of industry, Council needs to acquire knowledge in the following areas:

> Percentage of residents engaged in skill training

> Quality and suitability of training programs on off er

> Current and future skills shortages and the industries aff ected (see

section C9)

Economic Development can facilitate the fl ow of knowledge and information

between business and the training sector to ensure skill needs and shortages

are communicated, and skills development remains responsive to the local

market. It can capture and analyse SEEK and other data on an ongoing basis

to remain aware of subtle changes in the labour market.

There may be future opportunity for cross-functional collaboration with Council’s

Social Outcomes and Community Capacity Building teams as their strategic

plans unfold.


C.8.i. Collect information on training participation rates and curricula off ered locally.

C.8.ii. Establish working groups with school career advisors, education providers,

recruitment fi rms and businesses to identify skill gaps and infl uence delivery of

specifi c training.

C.8.iii. Host annual Careers Info Evening with DEEWR; trade training, tertiary study,

pathways to work, green skills.

C.8.iv. Encourage new training providers into area.

C.8.v. Investigate establishing a Careers Reference Centre in the CBD (possibly in

Business Hub – see Small Business section)



Current situation

Parramatta-based businesses fi nd it diffi cult to attract talented workers,

particularly those under 35, despite having good jobs and salaries on off er. Up-

and-coming professionals do not see Parramatta as a place to build a career.

There are considerable costs incurred by businesses having to continually

recruit, interview and off er premiums to off set an undesirable location.

Young professionals like being ‘close to the action’; close to executives and

decision makers in the City of Sydney, enmeshed in the social scene of

cosmopolitan neighbourhoods near work. They are drawn to the critical mass,

24 hour cycle, diverse retail, restaurant and bar scene, cultural activities and

the housing options off ered by Sydney and surrounding suburbs; Surry Hills,

Glebe, Bondi, Newtown and others.

Parramatta’s workforce age structure is older than Sydney’s, and

underrepresented in the 20-35 year old age groups. It has a female skew.

It is underrepresented in the manager, professional and para-professional

occupations.

While the growth of industry will take many years to deliver the elements

of a mature economy that are most attractive to talented workers, there are

a number of things Council has responsibility for that can make a material

diff erence to the way the city looks and functions, and the way people think of

it in the short term; urban amenity being the chief focus.

Amenity

Parramatta has long wanted better streets and precincts and a good retail mix

that brings dead zones in the city to life.

Like Melbourne, Parramatta has abundant low-cost space, a Georgian street

grid with small lanes, scope for adaptive reuse of heritage assets, a large

captured mid-week market with limited lunchtime and after-work options,

and a city wanting to support retail, arts, music venues and cultural activity

throughout the CBD.

CIRCA, WENTWORTH STREET, PARRAMATTA.

ITS SUCCESS CONFIRMS THAT THERE IS

DEMAND FROM A YOUNGER MARKET


Raising the amenity of Parramatta helps attract and retain young professionals.

It also:

> Refl ects well on the City’s brand

> Helps new fi rms choose Parramatta as a relocation option

> Activates the 24-hour economy

Amenity is treated as a discreet section in later parts of this strategy.

Targets

Degree-qualifi ed Western Sydney professionals with family and cultural roots

in the West, who have been schooled and trained in the area, are a primary

target group, particularly those travelling long distances to the Sydney CBD to

work. So too are UWS students entering their fi nal years, and professionals

already living in the Parramatta CBD and inner city areas but commuting

elsewhere.


C.9.i. Develop place-making strategy for major overhaul of the CBD, pool Council funds

and attract state funding (see Amenity section).

C.9.ii. Conduct annual Business Recruitment Survey, compile feedback from fi rms re-

recruitment experience.

C.9.iii. Conduct annual Student Perception Survey, compile feedback from students re

attitudes towards working in Parramatta.

C.9.iv. Investigate interest in a major public campaign with business targeting Western

Sydney talent.

C.9.v. Promote individual case studies of Parramatta Professionals via local and

metropolitan media.

C10 Ensuring diversity of employmentSuccessful cities have the ability to employ people at both the high and low

ends of the employment scale so the majority of residents can partake in the

benefi ts of economic growth.

Parramatta has some disadvantaged groups in the community who encounter

barriers to work. Parramatta’s employment participation rate is low compared

with other areas.

Culturally and linguistically diverse people are a key group. Some encounter

language or cultural barriers, others have skills that aren’t recognised in

Australia. Women – particularly those wanting to return to work but prevented

from doing so by the high-cost and scarcity of childcare facilities located near

work - are another core group. Youth aged 15–24 are an issue in southern

parts of the LGA (Granville, Guildford). Other groups include mature aged

workers, people with disabilities and Aboriginal and Torres Strait Islanders.

Activity in this area is predominantly handled by Social Outcomes, Community

Capacity Building and Council’s own HR unit, however, there may be an

opportunity for specialist input from Economic Development staff in coming

years if the economy stalls and participation rates fall.

PARRAMATTA HAS A BROAD ECONOMIC BASE

AND THERE ARE JOB OPPORTUNITIES TO SUIT

ALL SEGMENTS OF THE COMMUNITY


There are a number of actions Council can take to lead by example in its own

operations and projects, as well as to encourage local businesses to help

people requiring support and training to succeed in the jobs market.

Making sure childcare services are readily available inside the CBD and other

jobs rich areas is a key task.


C.10.i. Advocate for Council development projects to include employment for hard-to-

place workers

C.10.ii. Encourage take up of internships and traineeships by local business.

C.10.iii. Encourage Council to provide work experience to local disadvantaged people

C.10.iv. Review childcare provisions in CBD.

C.10.v. Build partnership with DEEWR and Keep Australia Working network, co-host

events

C11 Addressing unemployment Parramatta’s unemployment rate is in line with the Sydney and state average,

however it masks pockets of unemployment, and low participation rates in

some areas of the LGA. Unemployment is an issue in Granville, Guildford and

areas of Telopea, Toongabbie and Ermington.

Parramatta has a broad economic base and there are job opportunities to

suit all segments of the community, however, some groups require additional

encouragement and support to move into paid work.

The economy may be volatile over the next 5 years due to instability in

American and European markets and local unemployment may rise.

Council may need to make unemployment a focus and draw on Economic

Development resources in addressing the issue.

Parramatta has a Centrelink offi ce located in the CBD and a number of Job

Services Australia and Disability Services Australia offi ces that will be useful

partners if this occurs.


C.11.i. Monitor unemployment rates, research drivers of unemployment, input into social

strategy

C.11.ii. Formulate linkages with Job Services Australia, Centrelink and Disability Support

Services

C.11.iii. Communicate labour market shortages to Job Services Australia providers

C.11.iv. Submit formal comment to DEEWR re eff ectiveness of Job Services Australia


STRATEGIES ACTIONS

C8 Raising skill levels

aligned to the needs

of industry

C.8.i.

C.8.ii

C.8.iii

C.8.iv

C.8.v

Collect information on training participation rates and curricula off ered locally

Establish working groups with local school career advisors, education providers, recruitment fi rms and

businesses to identify skill gaps and infl uence delivery of specifi c training

Host annual Careers Info Evening with DEEWR; promote trade training, tertiary study, pathways to work,

green skills

Encourage new training providers into area

Investigate establishing a Careers Reference Centre in CBD (possibly in Business Hub)

C9 Attracting and

retaining talent

C.9.i.

C.9.ii

C.9.iii

C.9.iv

C.9.v

Develop place-making strategy for major overhaul of CBD, pool Council funds and attract state funding

(see Amenity section)

Conduct annual Recruitment Survey, compile feedback from fi rms re recruitment experience

Conduct annual Student Perception Survey of school leavers and uni graduates

Investigate feasibility of a major joint public campaign with business targeting Western Sydney talent

Promote individual case studies of Parramatta Professionals via local and metropolitan media

C10 Ensuring diversity

of employment

C.10.i.

C.10.ii

C.10.iii

C.10.iv

C.10.v

Advocate for Council development projects to include employment for hard to place workers

Encourage take up of internships and traineeships by local business

Encourage Council to provide work experience to local disadvantaged people

Review childcare provisions in CBD

Build partnership with DEEWR and Keep Australia Working network, co-host events

C11 Addressing

unemployment

C.11.i

C.11.ii

C.11.iii

C.11.iv

Monitor unemployment rates, research drivers of unemployment, input into social strategy

Formulate linkages with Job Services Australia, Centrelink and Disability Support Services

Communicate labour market shortages to Job Services Australia providers

Submit formal comment to DEEWR re eff ectiveness of Job Services Australia services

MEASURES SOURCE

Employment rate ABS labour force statistics

Unemployment rate ABS labour force statistics

Average annual incomes ABS Census

Average annual individual incomes ABS Census

Average income of those working in Parramatta ABS Census

Perception of Parramatta as an employment destination by school leavers Survey of schools

Perception of Parramatta as an employment destination by UWS graduates Survey of UWS graduates

University enrolments by Western Sydney residents University Admission

Vocational training enrolments by western Sydney residents VET data

Percentage of residents with post school qualifi cations ABS Census

Percentage of residents with teritary education qualifi cations ABS Census

Self containment (Percentage of those working in Parramatta/residing in Parramatta) ABS Census

Recruitment experiences of local businesses Annual survey of local businesses

MEASURING PROGRESS: LABOUREducating, retaining and attracting quality labour with skills aligned to the

needs of local industry


This section prioritises the development controls, master-planning activities,

property development and capital acquisition required by the market to

deliver the additional 27,000 CBD workers, 7,000 Westmead employees

forecast for the city, and the potential transformation of Rydalmere and

Camellia.

New buildings and distinctive city skylines are often the most tangible sign of

economic growth and have a signifi cant impact on the presence and profi le of

a rising city like Parramatta.

Parramatta’s new urban structures will need to be design-forward, energy

effi cient, high-tech with fl exible modern workspaces if they are to attract the

high-calibre business tenants and workforce the city needs and wants.

The following three strategies are proposed:

D12 Activating the CBD property market

D13 Renewing three specialist employment precincts

D14 Attracting capital to Parramatta

D12 Activating the CBD property market Council is a major player in the Parramatta property market, not only because

it, like all Councils, regulates development, but because it owns signifi cant

tracts of developable land in the central CBD and intends to convert them to

valuable residential, commercial and public open space in the next 5-10 years.

These sites include Civic Place alongside the station, a series of city centre

carpark sites and large parcels of the Parramatta River foreshore.

Council is in an optimal position to drive outstanding urban design and

development outcomes for the city centre and activate a fl agging commercial

property sector still languishing in the after-eff ects of the Global Financial

Crisis (GFC).

CBD Commercial property

There is a critical lack of available prime grade space in the CBD and no

development pipeline at the current time. This lack of supply is imposing a

constraint on jobs growth.

PROPERTYDeveloping land and property assets to promote and accommodate jobs growth and house the workforce of the future

GOALS TO 2036

> The development of at least

550,000sqm of commercial

or industrial space including

Council owned sites to house

27,000 additional employees

> Masterplanning and activation

of 3 specialised precincts

connected to the CBD core

> 5% average vacancy rate

in A-grade commercial

properties

> 60% of new construction

to be product of a design

competition

> 40% of built stock to have

4+ star NABERs rating by 2036

D


Parramatta cannot accommodate large local fi rms wanting to grow and

upgrade, or new fi rms wanting to move in to the CBD for the fi rst time. It

has approximately 2% vacancy in A-grade 5-star green stock and under 6%

vacancy in B-grade stock at the current time.

There is an abundance of vacant C- and D-grade property with small fl oor

plates not suitable for large fi rms or government tenancies, and a number

of DA approved sites that have either stalled looking for tenant pre-

commitments, or have been sold to residential developers. Apart from 60

Station Street, which is under construction but already 100% leased, there is

no development pipeline for the CBD. This is an issue for most of the Sydney

property market, and is not limited to Parramatta alone.

The GFC has made it harder for developers to secure fi nance for properties

not 70% leased (previously 30% required). Despite strong underlying demand

from existing fi rms for more space, pre-commits are almost impossible to

secure – generally because of a downturn in business confi dence and the

particularities of the Parramatta make fi rms adverse to risk. Many premium

tenants are staying in current accommodation while global uncertainty

remains, and making do with existing facilities. The lack of churn in the market

is limiting options for SMEs to upgrade to new space and grow.

Without strong and sustained demand from large businesses – either from

those inside the CBD already, or considering it as a location choice from the

outside – construction of new offi ce towers will not occur. This has major

implications for Parramatta’s ability to meet job targets.

DELOITTE IS MOVING 600 STAFF TO THE

ECLIPSE BUILDING IN AUGUST 2012.

DEVELOPER: LEIGHTON/GROSVENOR


Strategies for increasing demand for space by businesses growing in situ or

moving into the area have been advanced in earlier sections of this document.

They should be read in conjunction with this section. Strategies for increasing

supply, assuming demand picks up are outlined in the actions list below.

Residential

The economy needs its neighbourhoods to support vibrant high functioning

communities, as this is where the city’s future workforce will live. They will

house high numbers of young workers, key workers, fi rst home buyers,

executives and students who will demand vibrant, interesting suburbs

tailoring to the needs of the multi-cultural groups that will concentrate in the

area. Western Sydney residents will patronise the night time and weekend

economy of the CBD which will grow as populations and demographics

change.

There are a large number of residential developments occurring in the

Parramatta CBD at present.

Balancing uses in the CBD

Some premium commercial sites in the CBD have become residential (45

Macquarie St, likely 111 George St) which is something of a risk for the

city. Residential development makes cities liveable - but with so much of

Parramatta’s commercial core zoned mixed use Parramatta may forsake

valuable CBD development sites with large footprints because of the demand

for new apartments in the West.

This strategy recommends close monitoring of residential development in the

city centre and the consideration of incentives for commercial development in

mixed-use zones.

PERSECTIVE VIEW OF WINNING SCHEME FOR

DESIGN COMPETITION, BRANDSMART SITE.

ARCHITECT: TONY CARO & ASSOCIATES


Auto Alley

With the involvement of the Sydney Metropolitan Development Authority in

the Granville/Harris Park areas, there is likely to be progress on planning and

development in Auto Alley. Council will have a role in setting its own vision for

the area and working with the state government to test its feasibility. It will

also have a role in any landuse, transport, property development or business

tenancy changes to occur in the area.

Auto Alley’s attributes as a potential stop on the East Coast Fast Rail position

the area well for commercial development and a southward extension of the

CBD despite market pressures to transition the precinct to residential and

mixed use.


D.12.i. Set vision for CBD, market to development industry and Parramatta CBD

landowners.

D.12.ii. Redevelop Council owned sites, activate market.

D.12.iii. Incentivise commercial development in CBD via FSR variations.

D.12.iv. Masterplan and promote Auto Alley as specialised enterprise/employment

precinct, working in partnership with Sydney Metropolitan Development Authority.

D.12.v. Chair Landowners Forum – promote refurbishment of secondary stock,

sustainability, adaptive reuse of vacant space.

D.12.vi. Engage property industry, host events and investment tours, seek feedback on

LEP/DA constraints.

D.12.vii. Consider involving Economic Development staff in development pre-lodgement

process

D13 Renewing three specialist

employment precinctsAs set out in the opening section of this document and the discussion on

industry specialisations, there exists an opportunity to make the most of

Parramatta’s central location by renewing under-utilised employment lands

around the CBD and developing high value-adding industry concentrations

connected to each and the CBD by light rail, metro rail, rapid bus ways or

similar.

Treating Rydalmere and Camellia as potential ‘specialised centres’ will

give Parramatta the best chance of exceeding job targets, maximising the

city’s university asset, broadening the city’s economic base and projecting a

knowledge-based identity to the outside world. It also has the advantage for

Sydney of increasing employment in one of Sydney’s most highly accessibly

locations.


Current status

The objective for all three specialist precincts is to produce comprehensive

visioning and precinct activation plans that meet the needs and aspirations

of local stakeholders and guide future development and state government

priorities for each precinct.

RYDALMERE: Place Management is conducting preliminary land feasibility,

fl ood and heritage studies and exploring opportunities for partnership with the

University of Western Sydney at the current time. The Economic Development

Levy is funding a large part of this work and additional resources will be used

to identify and engage target fi rms for the precinct.

WESTMEAD: Place Management is in the early stages of planning and

concept design and early traffi c and parking assessment. An early concept

will be presented to Councillors in coming weeks. Stakeholder engagement

will commence upon approval, a process involving a broad range of internal

and external players. Economic Development resources will be required in

future stages to market the opportunities created by landuse changes and

possible transport solutions and to attract new fi rms into the activity cluster.

The upgrade of the town centre is regarded as critical to talent and business

attraction prospects.

CAMELLIA: Camellia has not yet commenced in a formal sense but is

scheduled for resourcing from July 2012. Discussions with Shell and the Turf

Club are underway. Economic Development Levy resources will be used to

coordinate this exercise.


D.13.i. Masterplan Westmead to ensure capacity for health/medical jobs growth.

D.13.ii. Masterplan Camellia to ensure capacity for advanced manufacturing/eco-

industrial jobs growth.

D.13.ii. Masterplan Rydalmere to ensure capacity for applied technology jobs growth.

CURRENT DAY CAMELLIA, SHOWING

THE SHELL REFINERY SITE, SOON TO BE

DECOMISSIONED


STRATEGIES ACTIONS

D12 Activating the CBD

property market

D.12.i

D.12.ii

D.12.iii

D.12.iv

D.12.v

D.12vi

D.12vii

Set vision for CBD, market to property industry including Parramatta CBD landowners.

Redevelop Council owned sites, activate market.

Incentivise commercial development in CBD via FSR variations.

Masterplan and promote Auto Alley as specialised enterprise/employment precinct, working in

partnership with Sydney Metropolitan Development Authority.

Chair Landowners Forum – promote refurbishment of secondary stock, sustainability, adaptive reuse of

vacant space.

Engage Sydney property industry, host events and investment tours, obtain feedback on LEP/DA

constraints.

Consider involving Economic Development in pre-lodgement process.

D12 Renewing

three specialist

employment

precincts

D.13.i

D.13.ii

D.13.iii

Masterplan Westmead to ensure capacity for health/medical jobs growth.

Masterplan Camellia to ensure capacity for advanced manufacturing/eco-industrial jobs growth.

Masterplan Rydalmere to ensure capacity for applied technology jobs growth.

D14 Attracting capital to

Parramatta

D.14.i Compile return on investment information and make information available to the lending sector.

MEASURES SOURCE

Commercial offi ce space Property Council Offi ce Market Report

Target vacancy rate for A grade property Property Council Offi ce Market Report

Percentage increase in A grade offi ce space Property Council Offi ce Market Report

Design competitions Count of design competitions

Better built form Percentage of design competitions moving to DAs

Number of pre-lodgement meetings for commercial and large residential buildings Count of pre-lodgement meetings

Buildings with a NABERS rating Monitor through DECCw

Change in the NABERS ratings of buildings over time Monitor through DECCw

Number of Green Loan agreements signed Count of inquiries and agreements

Value of land in the particular precincts Real estate sector

Price per square meter in particular precincts Property Council/Real estate sector

Rental yields per precinct Property Council/Real estate sector

Operating costs per precinct Property Council/Real estate sector

Value of new developments DAs

MEASURING PROGRESS: PROPERTYDeveloping land and property assets to promote and accommodate jobs growth and

house the workforce of the future


E

Living and working in environments that provide a sense of safety, community

and vibrancy are of great importance to people and business and a major

determinant of whether people decide to live, work, train, raise children,

socialise or invest in an area.

Council policies and investment decisions can have a very large impact in this

area.

A more coordinated focus on fi ne grain urban renewal, activation of the public

domain and a marked improvement in real and perceived safety levels can

substantially alter the perception people hold of Parramatta. It will make

Parramatta more attractive to skilled people who typically demand a diversity

of services and specialty retail, and high quality urban environments in which

to spend time – both at work, and on weekends.

A higher predominance of skilled people living, working and socialising in the

city will make the city more attractive to fi rms looking to employ this sought-

after group.

The following three strategies are proposed:

E15. Improving safety

E16. Activating lanes, retail precincts and riverbank

E17. Growing the leisure/tourism product off ering

E15 Improving safetyThere is a well-established connection between perceived safety levels

and people’s willingness to spend time and money in a place. Parramatta

is associated in the minds of many potential employees and visitors with

criminal activity and confronting social problems that act as a deterrent to

greater engagement with the city. This has been accentuated by hotspots in

Church Street Mall and Darcy Street which are now a focus for Counci’s Place,

Asset Management and City Culture Teams.

AMENITYFacilitating vibrant, safe and attractive street life capable of attracting people and business

GOALS TO 2036

> 10% lower crime incidences

by 2036

> 25% improvement in

perception ratings of people

across Sydney believing

Parramatta to be a safe and

sophisticated city

> 30% increase in attendance at

major events

> 25% increase in footfall

on weekends in major

city thoroughfares and

entertainment/dining

precincts



E.15.i. Continue implementation of Safer City strategy, target hotspots with CCTV, use

retail mix and urban design to activate areas and improve passive safety.

E.15.ii. Closely monitor and promote success as way of altering perceptions.

E16 Activating lanes, retail precincts

and riverbank

Retail

Parramatta needs to consider the development of a retail strategy over the

coming years to reimagine the role of retail outlets and specialty precincts

in line with changes that have occurred in the city. Changes include the new

concentrations of professional employees in particular locations (eg George St,

Legal Precinct), Westfi eld’s planned retail expansion, the growth of inner city

residential populations, and the likely outcomes of the Civic Place, Riverbank

and other centre developments on the structural re-alignment of the city.

The emergence of a new civic link for example, connecting the train station to

the river, together with the desired leisure outcomes for the river foreshore

will have an impact on existing retail concentrations and current precinct

character (eg Eat Street) and the way people shop, eat, hold meeetings and

socialise in the city centre.

There is an opportunity for a joint project between Place Management and

Economic Development to look more closely at this area as Council’s planned

renewal projects move closer to construction and Westfi eld becomes more

active. ARTIST’S IMPRESSION OF FUTURE

PARRAMATTA RIVER FORESHORE.

DESIGN: MCGREGOR COXALL


Lanes

This plan proposes making Parramatta’s lanes a major focus of the next

5 years, building on strategy work from Council’s Urban Design Team, and

overlaying it with targeted business incentivisation schemes designed to

attract and seed new and interesting enterprises in selected laneways, ripe

for activation.

This initiative will function as a trial, testing the market to see if high-end retail

can survive on the demand generated by the working population.

This plan proposes selecting the 4 most enterprise-ready lanes, drawing

up specifi c control plans for each, road-showing the opportunities and part-

funding the set up costs of small shops. The program will seek fl exible, design

forward enterprises with an appreciation for quality and originality and

prepared to align closely with Council’s multi-strand approach to activation,

including the support of activities, events and arts-based strategies inside

lanes.

Financial resources will be needed for this task. At present, there is no

allocation from the Economic Development Levy, but it may be an option for

future years.


E.16.i. Redesign, redevelop and activate river foreshore

E.16.ii. Deliver high quality public domain via Civic Place, Lennox and other Council-owned

sites

E.16.iii. Redesign, redevelop and activate city lanes network. Develop business incentives

scheme for lanes, roll out via ED/Place Management and Business Enterprise

Centre

E.16.iv. Develop retail strategy for CBD prioritising dining/fashion/recreational precincts

and transitioning Church Street Mall and Eat Street operators if new city spine

emerges

PARRAMATTA’S NEW RED COW LANE HOSTS

TALK BY GIL PENALOSA, OCTOBER 2011


E17 Growing the leisure/tourism

product off eringParramatta’s strategic central location and role as a regional capital

opens it up to visitor markets across Sydney. Already it is a culture and

leisure destination for Western Sydney people drawn to the many festivals,

exhibitions, performances and sporting events hosted by Parramatta every

year.

The city’s long standing support of the arts and major cultural festivals has

won Parramatta credibility with Sydney audiences over the years.

Although leisure/tourist visitation is not expected to contribute directly to

large-scale employment growth it performs a number of other useful roles:

1) It attracts headlines.

2) It gives Parramatta a cosmopolitan appeal which attracts skilled staff , who

in turn attract business.

3) It generates business for the City’s accommodation, hospitality and retail

sectors, and its major venues.

With the appropriate investment, planning and coordination there is scope for

the leisure/tourism industry of Parramatta to be a bigger strength as outlined

in the recently produced Visitor Strategy for Parramatta. The Visitor Strategy’s

recommendation that activity should be directed towards the domestic visitor,

not the international tourist is supported by this plan.

PARRAMATTA IS SET TO BECOME A MAJOR

EVENTS DESTINATION. PARRAMASALA 2010.


The following markets are seen as viable: 1) residents (mostly families)

in Western Sydney, 2) those in established Sydney who like fi nding new,

vibrant, undiscovered parts of their own town, and importantly 3) the working

midweek population of the Parramatta CBD.

The Visitor Strategy called for development of the local industry, and

development of specifi c product and experiences, and the infrastructure and

governance structures to support it. It said development had to be prioritised

over any continued spending on marketing, ie the city needs to get the product

right before trying to sell it.

The major events program provides a good grounding for the development

of a fi ner-grain activation program to supplement the very large events and

festivals that occur every year, with smaller, continual activities occurring

around the city on a regular basis. This will require new business attraction

and seeding, and specialist product development to ensure new leisure/

tourism experiences are able to make Parramatta history and heritage

connect intimately with Western Sydney audiences. It will likely require a

dedicated staff member intergrating with the lanes activation work, major

events, the physical overhaul of the CBD, and the riverbank redevelopment.

This strategy can part- or fully fund a new staff member’s salary if Councillors

either wish to use levy reserve funding, or delay other aspects of the strategy.

Councillors could consider reviewing the position if levy-funded to assess its

value and consider options to transition it to an establishment position.


E.17.i. Implement priority actions from Visitor Strategy with new staff member (possible

from ED reserve).

E.17.ii. Design new public program of activity capable of activating riverbank, lanes, mall,

park (as per position described above).

E.17.iii. Progress Major Events strategy.

E.17.iv. Modify and maintain Discover Parramatta website


STRATEGIES ACTIONS

E15 Improving safety E.15.i

E.15.ii

Implement Safer City strategy, target hotspots with CCTV, use retail mix and urban design to activate

areas and improve safety.

Closely monitor and promote success as way of altering perceptions.

E16 Activating lanes,

retail precincts and

riverbank

E.16.i

E.16.ii

E.16.iii

E.16.iv

Redesign, redevelop and activate river foreshore.

Redesign, redevelop and activate city lanes network. Develop business incentives scheme for lanes, roll

out via ED/Place Management and Business Enterprise Centre.

Deliver high quality public domain via Civic Place, Lennox and other Council-owned sites.

Develop retail strategy for CBD prioritising dining/fashion/recreational precincts and transitioning Church

Street Mall and Eat Street operators if new city spine emerges.

E17 Growing the

leisure/tourism

product off ering

E.17.i

E.17.ii

E.17.iii

E.17.iv

E.17.v

Consider staffi ng new leisure-product development position (possible from ED levy reserve).

Design new public program of activity capable of activating public open space and parkland (see position

above)

Market leisure off er.

Progress Major Events strategy, attract state funding for major events and festivals.

Modify and maintain Discover Parramatta website (possible from ED salaries or reserve)

MEASURES SOURCE

Crime statistics – eg. the ratio per 100,000: robberies; assaults – non

domestic; theft from a person; theft from a motor vehicle

Bureau of Crime Statistics. Parramatta LGA and suburbs compared to

other city environments eg: City of Sydney, City of Newcastle, City of

Wollongong

Perception of safety Survey

Supply of public domain Square meters of public domain available

Age of public domain Age and last renewal of area

Footfall in the CBD in diff erent precinct such as arts, Phillip St, Westfi eld

Justice precinct etc

Survey

Number of business located in lanes Count of DAs lodged for operation of a business by lane

Number of visitors to the Visitor Info Centre VIC

Numbers attending major events by event Events Unit, PCC

Number of guests in the hotels ABS accommodation statistics

Number of room nights ABS accommodation statistics

Perception of amenity Survey as part of events evaluation

MEASURING PROGRESS: AMENITYFacilitating vibrant, safe and attractive street life capable of attracting people

and business


Infrastructure underpins the environmental, social and economic development

of a place and region.

The link between infrastructure provision and economic development is well

documented, as is economic development’s role in providing momentum for

change in the social and environmental areas, hence the infrastructure needs

of the city have been embraced by the economic development agenda.

Infrastructure supports and stimulates economic activity by providing for the

effi cient movement and exchange of people, business, goods, services, fi nance

and ideas. It is the key to productivity growth.

It addresses rising fuel costs, the need for action on climate change, the need

to concentrate employment in centres and the need to broaden access to

the education and training institutes that determine who participates in the

knowledge intensive economy.

INFRASTRUCTURESecuring infrastructure to bring the various parts of Parramatta together and connect it to Greater Sydney and the world

RELATIVE

ACCESSIBILITY TO

EMPLOYEMNT BY

PUBLIC TRANSPORT

IN SYDNEY, 2001Source: Glazebrook, 2004

GOALS TO 2036

> The commencement of

at least 2 new dedicated

transport lines connecting

Parramatta to key labour

markets.

> 90% of residents to have

access to high speed

communications technology

by 2036

> Broader and deeper business

networks in the region as

indicated by number of

active organizations and

memberships growth rates.

F


New South Wales is suff ering from chronic neglect of infrastructure both

in terms of funding and planning. It is, according to commentators, at least

30 years behind population, land use and urban development patterns in

Sydney. This gap is hindering the economic and social development of the

metropolitan area and state.

Western Sydney does have not access to the range of infrastructure required

to participate in the 21st century economy.

The infrastructure defi cit for the region extends to arterial roads,

freight intermodals, access to ports and airports, public transport,

telecommunications and cultural facilities.

Parramatta has better infrastructure than the rest of Western Sydney with

good education and training facilities, and a direct heavy rail connection to

Sydney, but these are inadequate to support the employment and population

expectations of the Government’s Metropolitan Plan.

Buses have served Parramatta well in the past but there is no current plan to

increase the capacity of the city to accommodate growth by replacing major

bus routes with rail. This will jeopardise Parramatta’s ability to meet the

Metropolitan Plan’s employment targets for the city.

Three strategies are proposed:

F18 Improving transport infrastructure

F19 Improving internet speeds and connectivity

F20 Strengthening professional networks and partnerships (soft infrastructure)

PARRAMATTA TRAIN STATION, THE FOURTH

BUSIEST ON THE NETWORK. 20–25 EXTRA

TRAINS WILL BE NEEDED AT PEAK HOUR BY

2036 TO TRANSPORT 27,000 WORKERS INTO

THE CBD EVERYDAY


F18 Improving transport infrastructureFor Parramatta to perform the role required of it by Greater Sydney it requires

a massive injection of government-funded transport infrastructure. This is

clear to both the public and private sector, yet there is no sign from the new

state government that it intends, or is able to make such a commitment,

given the fi scal outlook of the budget. This is creating uncertainty around the

Parramatta vision and brand and making big business reluctant to invest.

Yet, without signifi cant improvement in public transport the city’s growth will

slow due to congestion and productivity will decline further.

Transport advocacy will be one of the top ranking items on the agenda for

Council and all its Western Sydney neighbours for the next 25 years. There is

a pressing need to develop a sound and coherent transport plan that services

Parramatta and the region and is universally supported by Western Sydney.

Parramatta’s transport goals include:

> Better public transport links to other key city locations within the Sydney

Metropolitan Area such as Sydney, Penrith, Liverpool.

> Better transport links to the North West and South West growth centres ,

and to middle distance suburbs such as Ryde, Epping, Hornsby, Inner West.

> Capacity to transport Western Sydney workers to the growing job

opportunities available in Parramatta

> Well managed road network in the CBD and large employment precincts

> Balancing the parking demands of business against unwanted traffi c

congestion

> The building of car parking facilities on the perimeter of the existing city

centre with shuttle bus connections to the centre, and park & ride facilities

further out and throughout the region as required.

> Improved intra-city connectivity to link the 4 specialist employment

precincts CBD, Westmead, Camellia, Rydalmere to each other. Links

between the university and the City are a priority.

MODERN TRAM: INNOVATIVE APPROACHES

TO TRANSPORT IN WESTERN SYDNEY ARE

NEEDED


> Solutions to the traffi c and transport issues constraining the business

activities of the Camellia peninsula and Westmead.

> City and regional ring road

> New ways of funding infrastructure that reduces reliance on governments


F.18.i Advocate for the following transport projects aimed primarily at securing access

to key labour markets across Sydney and/or freeing up freight and traffi c routes.

SERVICE IMPROVEMENTS

1) Reinstatement of the Cumberland Line

2) Improved Western Line (Western Express, CBD Relief Line,

Richmond duplication)

3) Cross-city bus services to provide direct services to Rydalmere

and Westmead as well as reduce growing impact of bus layover

in the city

4) A commuter ferry service to Parramatta from the Inner West

NEW INFRASTRUCTURE

5) The Parramatta Epping Rail Link

6) Rail link between Caste Hill and Parramatta

7) The West Metro

8) Investigation of light rail options

9) A city and regional ring road around Parramatta

10) Station on the East Coast High Speed Rail Network route and

rapid East-West connection (West Metro)

11) Direct connection to Sydney’s second airport if/when built

F19 Improving internet speeds and connectivityIn the 21st century global connectivity is obtained through the internet.

Without access to increasingly rapid global fl ows of information, cities will not

be competitive.

The federal government is committed to the development of the National

Broadband network (NBN). The aim of the project is to increase internet

speeds through the upgrading of the network from physical cables to optical

fi bre.

Parramatta Council’s Corporate Services Group through its ParraConnect

and e-Parramatta strategies, and Section 355 Working Group, is looking to

demonstrate early adaptation of new technologies in the LGA to ensure it

receives the NBN earlier than might otherwise be the case. Already it has

produced a number of initiatives:

> Joint project with the University of Western Sydney Information Technology

faculty on a software challenge competition for school and tertiary

education students and the general community.


> Grant funding from Trade and Investment NSW secured by Council and

ParraConnect for the establishment of a ‘smart card’ Parramatta loyalty

scheme to be launched in November 2012 with full functionality from

February 2012.

> Partnership with IBM to host ‘Innovation and Discovery’ forum in October

2011.

The availability of the NBN will benefi t CBD based fi rms, the Westmead

research and health campus, the university and other educational facilities.

It will play a signifi cant role in any IT cluster planned for the Rydalmere

Technology Park and the emerging IT/Media, Creative Industries presence in

the CBD. It will also advantage resident and small business communities.


F.19.i. Make business aware of opportunities and challenges (eg IBM forum).

F.19.ii. Support the growth of of the IT industry in Parramatta inc. Western Sydney IT

cluster.

F.19.iii. Demonstrate early adoption of technology, lobby for priority roll out of NBN

F20 Strengthening professional networks

and partnerships (soft infrastructure)Professional networks are established by like-minded individuals who want to

advance the professional standing of their businesses, industry or occupation.

They are involved in advocacy, networking, leadership development and the

regulation of their membership.

The Sydney metropolitan area has thousands of organisations performing this

role, most having offi ces in the Sydney/North Sydney area.

Western Sydney has increasing concentrations of industry yet low levels of

organised networking and representation. This impacts on its ability to engage

in public debate and meaningfully infl uence policy.

The issues faced by Western Sydney business are relatively common to those

faced by fi rms all over Sydney, however, there are some unique to the region.

Several Sydney-based organisations have expressed interest in broadening

their networks and activity to include Western Sydney. The Property Industry

Foundation is one example having already established a Western Sydney

chapter and placed two of Council’s senior managers on Committees. The

Institute of Company Directors, the Sydney Business Chamber and the

Property Council of Australia are others showing interest in becoming more

active in the West. Most regard Parramatta as a natural base from which to

access the region. Ideally these groups would be able to tap into existing soft

infrastructure connecting Parramatta to the rest of the region. Unfortunately

these networks are not well established at this time.


There are a number of existing business institutions active in the region

who are expanding their spheres of infl uence. The Western Sydney Business

Connection being one, and the Parramatta Chamber of Commerce, being

another. The Penrith Business Alliance, the Hills Business Chamber, the

Cumberland Business Group and a range of other smaller organisations

across Greater Western Sydney, including the South West, are active in

their own areas but not well connected to each other or to any common

policy agenda. Deloitte has indicated plans to launch a new Western Sydney

leadership group in partnership with the Sydney Business Chamber – Western

Sydney First – which will be a welcome new addition.

Other signifi cant groups include the Western Sydney Regional Organisation of

Councils is the regional body representing all 10 Western Sydney Councils and

the University of Western Sydney with its 6 campuses and links to business

located across the region.

Parramatta has an interest in developing strong Parramatta and Western

Sydney-based business institutions and media outlets prepared to advocate

on behalf of the city and region and to engage in debate on regional issues.

It is recommended $60,000 be set aside from the levy each year to support

external organisations wishing to partner with Parramatta Council in the

achievement of the city’s Economic Development Goals. The draft process for

allocating funding is outlined in Appendix 1.


F.20.i Participate in networking, events and functions in Parramatta and across Sydney

F.20.ii Address external industry groups, share progress of Parramatta/Western Sydney

F.20.iii Support Western Sydney leadership groups emerge

F.20.iv Help Sydney-based groups establish in the West, share contacts,

provide venues etc.

F.20.v Fund partner initiatives aligned to Parramatta’s economic development goals


MEASURING PROGRESS: INFRASTRUCTURESecuring infrastructure to bring the various parts of Parramatta together and

connect it to Greater Sydney and the world

STRATEGIES ACTIONS

F18 Improving transport

infrastructure

F.18.i Advocate for following transport projects aimed at securing access to key labour markets

and/or freeing up freight and traffi c routes



2) Improved Western Line (Western Express, CBD Relief Line, Richmond duplication)

3) Cross-city bus services to provide direct services to Rydalmere and Westmead as well

as reduce growing impact of bus layover in the city


NEW INFRASTRUCTURE



7) The West Metro



10) Station on the East Coast High Speed Rail Network route and rapid

East-West connection (West Metro)


F19 Improving internet

speeds and

connectivity

F.19.i

F.19.ii

F.19.iii

Make business aware of opportunities and challenges (eg IBM forum)

Support growth of IT industry in Parramatta eg Western Sydney IT cluster

Demonstrate early adoption of technology, lobby for priority roll out of NBN

F20 Strengthening

professional

networks and

partnerships (soft

infrastructure

F.20.i

F.20.ii

F.20.iii

F.20.iv

F.20.v

Participate in networking, events and functions in Parramatta and across Sydney

Address external industry groups, share progress of Parramatta/Western Sydney

Support Western Sydney leadership groups emerge

Help Sydney-based groups establish in the West, share contacts, provide venues

Fund partner initiatives aligned to Parramattas economic and employment goals

MEASURES SOURCE

Public transport capacity Number of transport services coming to Parramatta

Journey times Calculate from available timetables

Number of rail passengers moving through Parramatta station Railcorp – Compendium of Rail Statistics

Car travel to the Parramatta CBD Number of cars utilising parking facilities around the city

Road infrastructure maintenance Funds spent by PCC and RTA on roads within the LGA

Mode shift Household travel survey conducted by Bureau of Transport Statistics

Infrastructure advocacy Number of submissions to State government

Infrastructure advocacy Number of submissions to Federal government

Infrastructure advocacy Number of meetings held with State/Federal departments

Percentage of LGA with free WIFI access PCC data

Business networking and advocacy Count of meetings attended with networking agencies

Number of business agencies located in Parramatta Count of agencies that provide an outlet in Parramatta

Business leaders advocacy Establishment of a Western Sydney leadership group


ECONOMIC DEVELOPMENT PRIORITY AREAS FOR ED TEAM / LEVY

IDENTITY

Identity

Business Labour

LEAD

Property

Amenity Infrastructure

SUPPORT

BUSINESS LABOUR

ECONOMIC DEVELOPMENT PRIORITY AREAS FOR COUNCIL

PROPERTY AMENITY INFRASTRUCTURE

Allocation of the

Economic Development Levy

Team Resources and Levy

This section summaries the six priority areas, the 20 strategies and the 85

actions recommended to Council for the next 5 years.

The levy has been directed towards 1) supporting the business-specifi c

activities of the Economic Development Team, and 2) assisting areas within

Council whose work has strong Economic Development outcomes, but little or

no funding for activities called for under this plan.

The diagram below shows the areas the Economic Development Team leads

activity in, and the areas it which it plays an active support role.


ALLOCATION OF ECONOMIC DEVELOPMENT LEVYOVER 5 YEARS2011–2016



2011–12

Year 1

$’000

2012–13

Year 2

$’000

2013–14

Year 3

$’000

2014–15

Year 4

$’000

2015–16

Year 5

$’000

TOTAL

5 Years

$’000

A IDENTITY

A1 Establishing a competitive identity 20 20

A2 Broadening the city’s media profile 10 10 30 40 50 140

A3 Holding an annual business forum and broadening engagement activity 115 105 40 50 50 360

Total 145 115 70 90 100 520B BUSINESS

B4 Helping build sectoral specialisations in 4 primary employment precincts 60 50 70 60 30 310

B5 Attracting new firms to Parramatta 35 25 70 80 140 325

B6 Building capacity for innovation 0

B7 Supporting small business start-ups 20 30 40 40 20 135

Total 115 105 180 180 190 770C LABOUR

C8 Raising skill levels aligned to the needs of industry 10 10 10 30

C9 Attracting and retaining talent 10 10 25 25 25 105

C10 Ensuring diversity of employment 0

C11 Addressing unemployment 0

Total 20 10 35 25 35 135D PROPERTY

D12 Activating the CBD property market 5 5 5 5 20

D13 Renewing three specialist employment precincts † 55 55

D14 Attracting capital to Parramatta 50 50

Total 0 60 5 55 5 125E AMENITY

E15 Improving safety 0

E16 Activating lanes, retail precincts and riverbank 40 20 40

E17 Growing the leisure/tourism product offering 30 30 30 30 120

Total 30 70 30 0 50 160F INFRASTRUCTURE

F18 Improving transport infrastructure 20 30 40 50 70 210

F19 Improving internet speeds and connectivity 0

F20 Strengthening professional networks and partnerships (soft infrastructure) 80 70 60 70 70 340

Total 100 100 100 120 140 550Administration/data

Information systems 70 70 70 70 70 350

Other 20 20 60 60 60 240

Total 90 90 130 130 130 590

Total 500 550 550 600 650 2850

Plus expenditure to be funded from the reserve

Rydalmere Project 103 80

Revote 3 20

Database / web / admin 86 60

Reserve expenditure total 189 160

GRAND TOTAL 689 710

PARRAMATTA ECONOMIC DEVELOPMENTLEVY ALLOCATION 2011–16: SUMMARY


ALLOCATION OF ECONOMIC DEVELOPMENT LEVYOVER 5 YEARSBY YEAR



2011–12

Year 1

$’000

A Identity


Develop competitive identity that draws on the city’s strengths and communicates clear and compelling vision for where the city is heading.

Embed vision into Parramatta 2036 strategic plan and all Council communication.

20

A1 total 20

A2 Broadening the city’s media profile

Develop city media and communications strategy.

Manage city’s media profile, ensure communications are on-message and use a single voice.

Improve online and print collateral, and business-specific media content in newspapers. 10

A2 total 10


Build influence and reach of the Parramatta Economic Development Forum.

Hold high-profile business event/Forum annually.

Build whole of Sydney links with government/partners/business associations, be active participant in public debate, prioritise engagement with Western

Sydney neighbours.

75

40

A3 total 115

A Identity Total 145

B BUSINESS


B.4.ii

B.4.iii

Commission analytics into specific growth sectors for Westmead, Rydalmere, Camellia.

Brand each precinct as specialised centre of excellence (link with Business Attraction next section).

Establish CBD Professional Services Business Group, showcase professional services capability to Western Sydney markets.

Reinvigorate Camellia Business Group to guide Camellia masterplan (see Property section) and seeding of activity cluster.

Facilitate stakeholder engagement in Westmead, participate in cluster activity and ongoing profile-raising.

Facillitate stakeholder engagement in Rydalmere, retain firms and/or assist through transition/relocation process, help build competency of new industry and

links to university.

60

B4 total 60

B5 Attracting new firms to Parramatta

B.5.i

B.5.vii

Conduct property audit, map business by industry, identify gaps/opportunities.

Implement business attaction campaigns outlining opportunities for specific industries matched to one of four employment centres.

Partner with leasing sector to share intelligence and bolster sales activity.

Provide current, accessible, high-value data to incoming or prospective firms.

Assist relocation and induction of newly arriving firms and staff.

Help firms through DA and other regulatory processes, champion business concerns internally.

Use new firms and staff as case studies and spokespersons, study and document experience of moving to Parramatta over time.

35

B5 total 35


B.6.i.

B.6.ii

B.6.iv

B.6.v

B.6.vi

B.6.vii

Create MOU with UWS.

Formalise joint master-planning of UWS expansion/Rydalmere Technology Park.

Support growth of Westmead, particularly expansion of research capacity and linkages with co-located firms. Assist in commercialisation of new discoveries.

Pursue opportunities to locate centre of excellence in CBD and/or Camellia eg though NSW Innovation Council

Assist business understand and adapt to emerging green economy.

Assist business understand and adapt to emerging digital economy.

Promote local innovation success stories.

B6 total 0

PARRAMATTA ECONOMIC DEVELOPMENTLEVY ALLOCATION 2011–12

YEAR 1


2011–12

Year 1

$’000

B7 Supporting small business start-ups

B.7.iv

B.7.v

Investigate establishing Late Night Co-Working Hub in CBD.

Improve communications with small business.

Deepen partnerships with small business providers, encourage cross-promotion of services and events.

Actively engage ethnic business groups and ethnic media, provide information in multiple languages.

Host yearly small business information evening attended by various Council departments including those that regulate small operators.

Support and integrate with activities of Social Enterprise, PopUp, ICE, Tourism and Place Mgmt.

20

B7 total 20

B Business Total 115

C Labour

C8 Raising skill levels aligned to the needs of industry

C.8.iii

C.8.iv

Collect information on training participation rates and curricula offered locally.

Establish working groups with local school career advisors, education providers, recruitment firms and businesses to identify skill gaps and influence delivery

of specific training

Host annual Careers Info Evening with DEEWR; promote trade training, tertiary study, pathways to work, green skills

Encourage new training providers into area

Investigate establishing a Careers Reference Centre in CBD (possibly in Business Hub)

10

C8 total 10


C.9.iii

C.9.iv

C.9.v

Develop place-making strategy for major overhaul of CBD, pool Council funds and attract state funding (see Amenity section)

Conduct annual Recruitment Survey, compile feedback from firms re recruitment experience


Investigate feasibility of a major joint public campaign with business targeting Western Sydney talent

Promote individual case studies of Parramatta Professionals via local and metropolitan media

10

C9 total 10


C.10.i.

C.10.ii

C.10.iii

C.10.iv

C.10.v

Advocate for Council development projects to include employment for hard to place workers.

Encourage take up of internships and traineeships by local business.

Encourage Council to provide work experience to local disadvantaged people.

Review childcare provisions in CBD.

Build partnership with DEEWR and Keep Australia Working network, co-host events.

C10 total 0


C.11.i

C.11.ii

C.11.iii

C.11.iv

Monitor unemployment rates, research drivers of unemployment, input into social strategy.

Formulate linkages with Job Services Australia, Centrelink and Disability Support Services.

Communicate labour market shortages to Job Services Australia providers.

Submit formal comment to DEEWR re effectiveness of Job Services Australia services.

C11 total 0

C Labour Total 20

PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2011–12

YEAR 1


2011–12

Year 1

$’000

D PROPERTY


D.12.v

D.12vi

D.12vii




Masterplan and promote Auto Alley as specialised enterprise/employment precinct, working in partnership with Sydney Metropolitan Development Authority.

Chair Landowners Forum – promote refurbishment of secondary stock, sustainability, adaptive reuse of vacant space.

Engage Sydney property industry, host events and investment tours, obtain feedback on LEP/DA constraints.


D12 total 0


D.13.ii


Masterplan Camellia to ensure capacity for advanced manufacturing/eco-industrial jobs growth †


D13 total 0


D.14.i Assess factors weighing on supply/demand, compile return on investment information and make information available to the lending sector 0

D14 total 0

D Property Total 0

† NB Expenditure for Rydalmere appears under Allocations From Reserve, total in year 1 = $103,000

E Amenity

E15 Improving safety

Implement Safer City strategy, target hotspots with CCTV, use retail mix and urban design to activate areas and improve safety.


E15 Total 0

E16 Activating lanes, retail precincts and riverbank

E.16.ii

E.16.iii

E.16.iv


Redesign, redevelop and activate city lanes network. Develop business incentives scheme for lanes, roll out via ED/Place Management and Business

Enterprise Centre.


Develop retail strategy for CBD prioritising dining/fashion/recreational precincts and transitioning Church Street Mall and Eat Street operators if new city

spine emerges.

E16 Total 0

E17 Growing the leisure/tourism product offering

E.17.i

E.17.ii

Consider staffing new leisure-product development position (possible from ED levy reserve).

Design new public program of activity capable of activating public open space and parkland (see position above)

Market leisure offer.



30

E17 Total 30

E Amenity Total 30


YEAR 1


2011–12

Year 1

$’000

F Infrastructure


Advocate for following transport projects aimed at securing access to key labour markets and/or freeing up freight and traffic routes.




3) Cross-city bus services to provide direct services to Rydalmere and Westmead as well as reduce growing impact of bus layover in the city


NEW INFRASTRUCTURE



7) The West Metro



10) Station on the East Coast High Speed Rail Network route and rapid East-West connection (West Metro)


20

F16 total 20


F.19.iii

Make business aware of opportunities and challenges (eg IBM forum).

Support growth of IT industry in Parramatta eg Western Sydney IT cluster.

Demonstrate early adoption of technology, lobby for priority roll out of NBN.

F17 total 0


Participate in networking, events and functions in Parramatta and across Sydney.

Address external industry groups, share progress of Parramatta/Western Sydney.

Support Western Sydney leadership groups emerge.

Help Sydney-based groups establish in the West, share contacts, provide venues.

Fund partner initiatives aligned to Parramattas economic and employment goals. 80

F18 total 80

F Infrastructure Total 100

A Identity 145

B Business 115

C Labour 20

D Property 0

E Amenity 30

F Infrastructure 100

Admin / information / other 90

TOTAL 500k

Plus Expenditure funded from the Reserve

Flooding and heritage studies into Rydalmere 2011 † 60

Rydalmere revote from 2010 † 43

Contribution to salaries 86

GRAND TOTAL 2011–12 689k


YEAR 1


2012–13

Year 2

$’000

A Identity


A.1.i

A.1.ii



A1 total 0


A.2.i

A.2.ii

A.2.iii




A2 total 10


A.3.i

A.3.ii

A.3.iii




Sydney neighbours.

75

30

A3 total 105


B BUSINESS


B.4.i

B.4.ii

B.4.iii

B.4.iv

B.4.v

B.4.vi








30

30

20

10

B4 total 90


B.5.i

B.5.ii

B.5.iii

B.5.iv

B.5.v

B.5.vi

B.5.vii








B5 total 0


B.6.i.

B.6.ii

B.6.iii

B.6.iv

B.6.v

B.6.vi

B.6.vii








B6 total 0

2012–13

Year 2

$’000


YEAR 2



B.7.i

B.7.ii

B.7.iii

B.7.iv

B.7.v

B.7.vi







15

B7 total 15


C Labour


C.8.i

C.8.ii

C.8.iii

C.8.iv

C.8.v



of specific training.

Host annual Careers Info Evening with DEEWR; promote trade training, tertiary study, pathways to work, green skills.

Encourage new training providers into area.

Investigate establishing a Careers Reference Centre in CBD (possibly in Business Hub).

0

C8 total 0


C.9.i

C.9.ii

C.9.iii

C.9.iv

C.9.v

Develop place-making strategy for major overhaul of CBD, pool Council funds and attract state funding (see Amenity section).



Investigate feasibility of a major joint public campaign with business targeting Western Sydney talent.

Promote individual case studies of Parramatta Professionals via local and metropolitan media.

10

10

C9 total 20


C.10.i.

C.10.ii

C.10.iii

C.10.iv

C.10.v






C10 total 0


C.11.i

C.11.ii

C.11.iii

C.11.iv





C11 total 0

C Labour Total 20

2012–13

Year 2

$’000


YEAR 2


D PROPERTY


D.12.i

D.12.ii

D.12.iii

D.12.iv

D.12.v

D.12vi

D.12vii








5

D12 total 5


D.13.i

D.13.ii

D.13.iii




55

D13 total 55


D.14.i Compile return on investment information and make information available to the lending sector. 0

D14 total 0

D Property Total 60

E Amenity


E.15.i

E.15.ii



E15 Total 0


E.16.i

E.16.ii

E.16.iii

E.16.iv



Enterprise Centre.



spine emerges.

20

E16 Total 20


E.17.i

E.17.ii

E.17.iii

E.17.iv

E.17.v






30

E17 Total 30

E Amenity Total 50

2012–13

Year 2

$’000


YEAR 2


F Infrastructure


F.18.i Advocate for following transport projects aimed at securing access to key labour markets and/or freeing up freight and traffic routes.






NEW INFRASTRUCTURE



7) The West Metro





30

F18 total 30


F.19.i

F.19.ii

F.19.iii




F19 total 0


F.20.i

F.20.ii

F.20.iii

F.20.iv

F.20.v






F20 total 60


A Identity 115

B Business 105

C Labour 20

D Property 60

E Amenity 50

F Infrastructure 90


TOTAL 550


Flooding and heritage studies into Rydalmere 2011 80

Rydalmere revote from 2010 20

Contribution to salaries 60

GRAND TOTAL 2012–13 710


YEAR 2


2013–14

Year 3

$’000

A Identity


A.1.i

A.1.ii



A1 total 0


A.2.i

A.2.ii

A.2.iii




A2 total 30


A.3.i

A.3.ii

A.3.iii




Sydney neighbours.

40

A3 total 40

A Identity Total 70

B BUSINESS


B.4.i

B.4.ii

B.4.iii

B.4.iv

B.4.v

B.4.vi








30

20

10

10

B4 total 70


B.5.i

B.5.ii

B.5.iii

B.5.iv

B.5.v

B.5.vi

B.5.vii








50

5

15

B5 total 70


B.6.i.

B.6.ii

B.6.iii

B.6.iv

B.6.v

B.6.vi

B.6.vii








B6 total 0

2013–14

Year 3

$’000


YEAR 3



B.7.i

B.7.ii

B.7.iii

B.7.iv

B.7.v

B.7.vi







20

20

B7 total 40


C Labour


C.8.i

C.8.ii

C.8.iii

C.8.iv

C.8.v



of specific training




10

C8 total 10


C.9.i

C.9.ii

C.9.iii

C.9.iv

C.9.v



Conduct annual Student Perception Survey of school leavers and uni graduates.



10

10

5

C9 total 25


C.10.i.

C.10.ii

C.10.iii

C.10.iv

C.10.v






C10 total 0


C.11.i

C.11.ii

C.11.iii

C.11.iv





C11 total 0

C Labour Total 35

2013–14

Year 3

$’000


YEAR 3


D PROPERTY


D.12.i

D.12.ii

D.12.iii

D.12.iv

D.12.v

D.12vi

D.12vii








5

D12 total 5


D.13.i

D.13.ii

D.13.iii




D13 total 0



D14 total 0

D Property Total 5

E Amenity


E.15.i

E.15.ii



E15 Total 0


E.16.i

E.16.ii

E.16.iii

E.16.iv



Enterprise Centre.



spine emerges.

E16 Total 0


E.17.i

E.17.ii

E.17.iii

E.17.iv

E.17.v






30

E17 Total 30

E Amenity Total 30

2013–14

Year 3

$’000


YEAR 3


F Infrastructure


F.18.i Advocate for following transport projects aimed at securing access to key labour markets and/or freeing up freight and traffic routes






NEW INFRASTRUCTURE



7) The West Metro





40

F16 total 40


F.19.i

F.19.ii

F.19.iii




F17 total 0


F.20.i

F.20.ii

F.20.iii

F.20.iv

F.20.v






F18 total 60


Parramatta Economic Development Levy Allocation 2013–14 Year 3

A Identity 70

B Business 180

C Labour 35

D Property 5

E Amenity 30



TOTAL 550


Flooding and heritage studies into Rydalmere 2011

Rydalmere revote from 2010

Contribution to salaries

GRAND TOTAL 2013–14


2014–15

Year 4

$’000

A Identity


A.1.i

A.1.ii



A1 total 0


A.2.i

A.2.ii

A.2.iii




A2 total 40


A.3.i

A.3.ii

A.3.iii




Sydney neighbours.

50

A3 total 50

A Identity Total 90

B BUSINESS


B.4.i

B.4.ii

B.4.iii

B.4.iv

B.4.v

B.4.vi








60

B4 total 60


B.5.i

B.5.ii

B.5.iii

B.5.iv

B.5.v

B.5.vi

B.5.vii








60

20

B5 total 80


B.6.i.

B.6.ii

B.6.iii

B.6.iv

B.6.v

B.6.vi

B.6.vii








B6 total 0


YEAR 4


2014–15

Year 4

$’000


B.7.i

B.7.ii

B.7.iii

B.7.iv

B.7.v

B.7.vi







10

10

20

B7 total 40


C Labour


C.8.i

C.8.ii

C.8.iii

C.8.iv

C.8.v







C8 total 0


C.9.i

C.9.ii

C.9.iii

C.9.iv

C.9.v






10

10

5

C9 total 25


C.10.i.

C.10.ii

C.10.iii

C.10.iv

C.10.v






C10 total 0


C.11.i

C.11.ii

C.11.iii

C.11.iv





C11 total 0

C Labour Total 25


YEAR 4


2014–15

Year 4

$’000

D PROPERTY


D.12.i

D.12.ii

D.12.iii

D.12.iv

D.12.v

D.12vi

D.12vii








5

D12 total 5


D.13.i

D.13.ii

D.13.iii




D13 total 0



D14 total 50

D Property Total 55

E Amenity


E.15.i

E.15.ii



E15 Total 0


E.16.i

E.16.ii

E.16.iii

E.16.iv



Enterprise Centre.



spine emerges.

E16 Total 0


E.17.i

E.17.ii

E.17.iii

E.17.iv

E.17.v






0

E17 Total 0

E Amenity Total 0


YEAR 4


2014–15

Year 4

$’000

F Infrastructure








NEW INFRASTRUCTURE



7) The West Metro





50

F16 total 50


F.19.i

F.19.ii

F.19.iii




F17 total 0


F.20.i

F.20.ii

F.20.iii

F.20.iv

F.20.v






F18 total 70


A Identity 90

B Business 180

C Labour 25

D Property 55

E Amenity 0



TOTAL 600







YEAR 4


2015–16

Year 5

$’000

A Identity


A.1.i

A.1.ii



A1 total 0


A.2.i

A.2.ii

A.2.iii




A2 total 50


A.3.i

A.3.ii

A.3.iii




Sydney neighbours.

50

A3 total 50


B BUSINESS


B.4.i

B.4.ii

B.4.iii

B.4.iv

B.4.v

B.4.vi








30

B4 total 30


B.5.i

B.5.ii

B.5.iii

B.5.iv

B.5.v

B.5.vi

B.5.vii








100

30

10

B5 total 140


B.6.i.

B.6.ii

B.6.iii

B.6.iv

B.6.v

B.6.vi

B.6.vii








B6 total 0


YEAR 5


2015–16

Year 5

$’000


B.7.i

B.7.ii

B.7.iii

B.7.iv

B.7.v

B.7.vi







20

B7 total 20


C Labour


C.8.i

C.8.ii

C.8.iii

C.8.iv

C.8.v







10

C8 total 10


C.9.i

C.9.ii

C.9.iii

C.9.iv

C.9.v






10

10

5

C9 total 25


C.10.i.

C.10.ii

C.10.iii

C.10.iv

C.10.v






C10 total 0


C.11.i

C.11.ii

C.11.iii

C.11.iv





C11 total 0

C Labour Total 35


YEAR 5


2015–16

Year 5

$’000

D PROPERTY


D.12.i

D.12.ii

D.12.iii

D.12.iv

D.12.v

D.12vi

D.12vii








5

D12 total 5


D.13.i

D.13.ii

D.13.iii




D13 total 0



D14 total 0

D Property Total 5

E Amenity


E.15.i

E.15.ii



E15 Total 0


E.16.i

E.16.ii

E.16.iii

E.16.iv



Enterprise Centre.



spine emerges.

50

E16 Total 50


E.17.i

E.17.ii

E.17.iii

E.17.iv

E.17.v






E17 Total 0

E Amenity Total 50


YEAR 5


2015–16

Year 5

$’000

F Infrastructure








NEW INFRASTRUCTURE



7) The West Metro





70

F16 total 70


F.19.i

F.19.ii

F.19.iii




F17 total 0


F.20.i

F.20.ii

F.20.iii

F.20.iv

F.20.v






F18 total 70


A Identity 100

B Business 190

C Labour 35

D Property 5

E Amenity 50



TOTAL 650







YEAR 5


Several business organisations and business media publishers are supported

by Council every year via the economic development levy. To manage

this process transparently and allow new organisations to apply, as well

as to enable Councillors to determine the fi nal allocation of funding, it is

recommended Council make a Partnership Fund of $60,000 per year available

to external applicants.

Traditionally, partners have included Chambers of Commerce, business

networking organizations, and business media publishers. Projects have

included Business Excellence Awards, platinum sponsorships, major events

and group buys in regional business publications.

Fund 1 An amount of $60,000 will be made available each fi nancial year from the

economic development levy to support organisations wishing to partner

with Council and secure funding for activities that align to the economic

development goals of the city.

2 A public Expression of Interest will be held annually to call for applications

and allocate monies. Advertisements will be placed in local media and on

Council’s website. Business groups and media organizations who have

received funding in the past, have expressed in interest in applying or are

a local Chamber, local business organization with over 100 members, or a

Western Sydney media outlet with a Western Sydney distribution of over

2,000 will also be advised by mail.

3 Applications will be assessed by a panel made up of 3 staff , a member

of Council’s Internal Audit team and 1 representative from Trade and

Investment NSW using pre-determined criteria to assess applications.

Recommendations will be made to Councillors who will make the fi nal

decision on the allocation of monies.

4 Partners will be asked to measure outcomes and report progress to

Council at the 6 month and yearly marks to demonstrate progress and

return on investment.

APPENDIX 1Parramatta City Council Guidelines for funding of partner organisations through economic development levy


Criteria 5 It is recommended assessments be conducted using with the following

criteria:

— Financial health of the requesting business or agency

— Track record and evidence of being able to deliver on proposed activity

— The ability and willingness to leverage other funds and resources

— Proven circulation or exposure to an audience that will have a positive

impact on the economy of Parramatta

— Demonstrated alignment with at least one of the following priorities

associated with employment growth in Parramatta:

1. Developing Parramatta’s identity and infl uencing external

decision-makers

2. Building the employing capacity of local business and industry

3. Up-skilling and retaining the local labour force

4. Creating an urban environment for people and business

5. Attracting capital to Parramatta

6. Securing the hard and soft infrastructure of a major city

— A defi ned project or strategy with clear and realistic outcomes and

measurables.

— A commitment by the supported organisation to report back to Council

twice during the year against measurable criteria, including any forecast

circulation fi gures, forecast membership growth or forecast attendance.

Timing 6 Applications will open in February every year, starting in February 2012 for

funding from the 2012-2013 levy.

7 Assessment will take place between March and April and

recommendations will be discussed with Councillors and reported for

approval in May.

8 The approved allocations will then be incorporated in the Operational Plan

(ie Council’s yearly budget process).

9 Monies will be distributed from July of each year.


For more information This strategy has been prepared

for Parramatta City Council by

Parramatta Council’s Economic Development Team,

contactable on 02 9805 5730

© Parramatta City Council

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