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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 3
> 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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 4
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 ECONOMIC DEVELOPMENT STRATEGY 2011-2016 5
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 6
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 6
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 7
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 8
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 9
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 10
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 ECONOMIC DEVELOPMENT STRATEGY 2011-2016 11
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 12
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 13
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 14
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 14
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 15
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 15
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 16
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 17
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 18
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.
ACTIONS FOR NEXT 5 YEARS
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.
ACTIONS FOR NEXT 5 YEARS
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 19
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 20
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 21
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
2006
2036
Ma
nu
fact
uri
ng
Co
nstr
uct
ion
Wh
ole
sa
le T
rad
e
Re
al
Tra
de
Acc
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mo
da
tio
n
& f
oo
d s
erv
ice
s
Tra
nsp
ort
, po
sta
l
& w
are
ho
usin
g
Info
rma
tio
n m
ed
ia &
tele
com
mu
nic
ati
on
s
Fin
an
ce &
in
su
ran
ce
se
rvic
es
Re
nta
l H
irin
g &
rea
l e
sta
te s
erv
ice
s
Pro
fessio
na
l, sci
en
tifi
c
& t
ech
nic
al
se
rvic
es
Ad
min
istr
ati
ve &
su
pp
rort
se
rvic
es
Pu
bli
c a
dm
insis
tra
tio
n
& s
afe
ty
Ed
uca
tio
n &
tra
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g
He
alt
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re &
so
cia
l a
ssis
tan
ce
Art
s &
re
cre
ati
on
se
rvic
es
Oth
er
0%
5%
10%
15%
20%
25%
HEALTH
PROF/TECH
FINANCE/
INSURANCERETAIL
MFG
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 22
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).
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 23
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).
ACTIONS FOR NEXT 5 YEARS
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 24
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 25
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.
ACTIONS FOR NEXT 5 YEARS
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 26
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.
ACTIONS FOR NEXT 5 YEARS
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 27
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 28
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 29
Co-working hubs have been a success overseas. Melbourne has over 10 hubs,
Sydney has approximately four.
ACTIONS FOR NEXT 5 YEARS
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 30
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 31
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 32
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.
ACTIONS FOR NEXT 5 YEARS
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)
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 33
C9 Attracting and retaining talent
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 34
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.
ACTIONS FOR NEXT 5 YEARS
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 35
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.
ACTIONS FOR NEXT 5 YEARS
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.
ACTIONS FOR NEXT 5 YEARS
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 36
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 37
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 ECONOMIC DEVELOPMENT STRATEGY 2011-2016 38
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 39
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 40
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.
ACTIONS FOR NEXT 5 YEARS
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 41
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.
ACTIONS FOR NEXT 5 YEARS
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 42
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 43
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 44
ACTIONS FOR NEXT 5 YEARS
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 45
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.
ACTIONS FOR NEXT 5 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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 46
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 47
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.
ACTIONS FOR NEXT 5 YEARS
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 48
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 49
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 50
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 51
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 52
> 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
ACTIONS FOR NEXT 5 YEARS
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 53
> 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.
ACTIONS FOR NEXT 5 YEARS
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 54
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.
ACTIONS FOR NEXT 5 YEARS
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 55
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
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
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 56
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 57
ALLOCATION OF ECONOMIC DEVELOPMENT LEVYOVER 5 YEARS2011–2016
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 57
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 58
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 59
ALLOCATION OF ECONOMIC DEVELOPMENT LEVYOVER 5 YEARSBY YEAR
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 59
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 60
2011–12
Year 1
$’000
A Identity
A1 Establishing competitive 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
A3 Holding an annual business forum and broadening engagement activity
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
B4 Helping build sectoral specialisations in 4 primary employment precincts
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
B6 Building capacity for innovation
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 61
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
C9 Attracting and retaining talent
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
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
10
C9 total 10
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.
C10 total 0
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 effectiveness of Job Services Australia services.
C11 total 0
C Labour Total 20
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2011–12
YEAR 1
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 62
2011–12
Year 1
$’000
D PROPERTY
D12 Activating the CBD property market
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 total 0
D13 Renewing three specialist employment precincts
D.13.ii
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.
D13 total 0
D14 Attracting capital to Parramatta
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.
Closely monitor and promote success as way of altering perceptions.
E15 Total 0
E16 Activating lanes, retail precincts and riverbank
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.
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.
Progress Major Events strategy, attract state funding for major events and festivals.
Modify and maintain Discover Parramatta website (possible from ED salaries or reserve)
30
E17 Total 30
E Amenity Total 30
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2011–12
YEAR 1
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 63
2011–12
Year 1
$’000
F Infrastructure
F18 Improving transport infrastructure
Advocate for following transport projects aimed at securing access to key labour markets and/or freeing up freight and traffic 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
20
F16 total 20
F19 Improving internet speeds and connectivity
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
F20 Strengthening professional networks and partnerships (soft infrastructure)
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
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2011–12
YEAR 1
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 64
2012–13
Year 2
$’000
A Identity
A1 Establishing competitive identity
A.1.i
A.1.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.
A1 total 0
A2 Broadening the city’s media profile
A.2.i
A.2.ii
A.2.iii
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
A3 Holding an annual business forum and broadening engagement activity
A.3.i
A.3.ii
A.3.iii
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
30
A3 total 105
A Identity Total 115
B BUSINESS
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 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.
30
30
20
10
B4 total 90
B5 Attracting new firms 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 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.
B5 total 0
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 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
2012–13
Year 2
$’000
PARRAMATTA ECONOMIC DEVELOPMENTLEVY ALLOCATION 2012–13
YEAR 2
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 65
B7 Supporting small business 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 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.
15
B7 total 15
B Business Total 105
C Labour
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 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).
0
C8 total 0
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 firms 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.
10
10
C9 total 20
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.
C10 total 0
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 effectiveness of Job Services Australia services.
C11 total 0
C Labour Total 20
2012–13
Year 2
$’000
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2012–13
YEAR 2
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 66
D PROPERTY
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.
5
D12 total 5
D13 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.
55
D13 total 55
D14 Attracting capital to Parramatta
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
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.
E15 Total 0
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.
20
E16 Total 20
E17 Growing the leisure/tourism product offering
E.17.i
E.17.ii
E.17.iii
E.17.iv
E.17.v
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.
Progress Major Events strategy, attract state funding for major events and festivals.
Modify and maintain Discover Parramatta website (possible from ED salaries or reserve)
30
E17 Total 30
E Amenity Total 50
2012–13
Year 2
$’000
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2012–13
YEAR 2
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 67
F Infrastructure
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 traffic 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
30
F18 total 30
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.
F19 total 0
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. 60
F20 total 60
F Infrastructure Total 90
A Identity 115
B Business 105
C Labour 20
D Property 60
E Amenity 50
F Infrastructure 90
Admin / information / other 110
TOTAL 550
Plus Expenditure funded from the Reserve
Flooding and heritage studies into Rydalmere 2011 80
Rydalmere revote from 2010 20
Contribution to salaries 60
GRAND TOTAL 2012–13 710
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2012–13
YEAR 2
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 68
2013–14
Year 3
$’000
A Identity
A1 Establishing competitive identity
A.1.i
A.1.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.
A1 total 0
A2 Broadening the city’s media profile
A.2.i
A.2.ii
A.2.iii
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. 30
A2 total 30
A3 Holding an annual business forum and broadening engagement activity
A.3.i
A.3.ii
A.3.iii
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.
40
A3 total 40
A Identity Total 70
B BUSINESS
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 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.
30
20
10
10
B4 total 70
B5 Attracting new firms 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 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.
50
5
15
B5 total 70
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 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
2013–14
Year 3
$’000
PARRAMATTA ECONOMIC DEVELOPMENTLEVY ALLOCATION 2013–14
YEAR 3
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 69
B7 Supporting small business 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 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
20
B7 total 40
B Business Total 180
C Labour
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 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
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 firms 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.
10
10
5
C9 total 25
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.
C10 total 0
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 effectiveness of Job Services Australia services.
C11 total 0
C Labour Total 35
2013–14
Year 3
$’000
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2013–14
YEAR 3
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 70
D PROPERTY
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.
5
D12 total 5
D13 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.
D13 total 0
D14 Attracting capital to Parramatta
D.14.i Compile return on investment information and make information available to the lending sector. 0
D14 total 0
D Property Total 5
E Amenity
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.
E15 Total 0
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.
E16 Total 0
E17 Growing the leisure/tourism product offering
E.17.i
E.17.ii
E.17.iii
E.17.iv
E.17.v
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.
Progress Major Events strategy, attract state funding for major events and festivals.
Modify and maintain Discover Parramatta website (possible from ED salaries or reserve)
30
E17 Total 30
E Amenity Total 30
2013–14
Year 3
$’000
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2013–14
YEAR 3
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 71
F Infrastructure
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 traffic 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
40
F16 total 40
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.
F17 total 0
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. 60
F18 total 60
F Infrastructure Total 100
Parramatta Economic Development Levy Allocation 2013–14 Year 3
A Identity 70
B Business 180
C Labour 35
D Property 5
E Amenity 30
F Infrastructure 100
Admin / information / other 130
TOTAL 550
Plus Expenditure funded from the Reserve
Flooding and heritage studies into Rydalmere 2011
Rydalmere revote from 2010
Contribution to salaries
GRAND TOTAL 2013–14
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 72
2014–15
Year 4
$’000
A Identity
A1 Establishing competitive identity
A.1.i
A.1.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.
A1 total 0
A2 Broadening the city’s media profile
A.2.i
A.2.ii
A.2.iii
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. 40
A2 total 40
A3 Holding an annual business forum and broadening engagement activity
A.3.i
A.3.ii
A.3.iii
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.
50
A3 total 50
A Identity Total 90
B BUSINESS
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 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.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 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.
60
20
B5 total 80
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 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 2014–15
YEAR 4
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 73
2014–15
Year 4
$’000
B7 Supporting small business 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 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.
10
10
20
B7 total 40
B Business Total 180
C Labour
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 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).
C8 total 0
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 firms 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.
10
10
5
C9 total 25
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.
C10 total 0
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 effectiveness of Job Services Australia services.
C11 total 0
C Labour Total 25
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2014–15
YEAR 4
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 74
2014–15
Year 4
$’000
D PROPERTY
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.
5
D12 total 5
D13 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.
D13 total 0
D14 Attracting capital to Parramatta
D.14.i Compile return on investment information and make information available to the lending sector. 50
D14 total 50
D Property Total 55
E Amenity
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.
E15 Total 0
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.
E16 Total 0
E17 Growing the leisure/tourism product offering
E.17.i
E.17.ii
E.17.iii
E.17.iv
E.17.v
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.
Progress Major Events strategy, attract state funding for major events and festivals.
Modify and maintain Discover Parramatta website (possible from ED salaries or reserve)
0
E17 Total 0
E Amenity Total 0
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2014–15
YEAR 4
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 75
2014–15
Year 4
$’000
F Infrastructure
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 traffic 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
50
F16 total 50
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.
F17 total 0
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. 70
F18 total 70
F Infrastructure Total 120
A Identity 90
B Business 180
C Labour 25
D Property 55
E Amenity 0
F Infrastructure 120
Admin / information / other 130
TOTAL 600
Plus Expenditure funded from the Reserve
Flooding and heritage studies into Rydalmere 2011
Rydalmere revote from 2010
Contribution to salaries
GRAND TOTAL 2014–15
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2014–15
YEAR 4
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 76
2015–16
Year 5
$’000
A Identity
A1 Establishing competitive identity
A.1.i
A.1.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.
A1 total 0
A2 Broadening the city’s media profile
A.2.i
A.2.ii
A.2.iii
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. 50
A2 total 50
A3 Holding an annual business forum and broadening engagement activity
A.3.i
A.3.ii
A.3.iii
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.
50
A3 total 50
A Identity Total 100
B BUSINESS
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 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.
30
B4 total 30
B5 Attracting new firms 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 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.
100
30
10
B5 total 140
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 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 2015–16
YEAR 5
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 77
2015–16
Year 5
$’000
B7 Supporting small business 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 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 190
C Labour
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 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
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 firms 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.
10
10
5
C9 total 25
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.
C10 total 0
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 effectiveness of Job Services Australia services.
C11 total 0
C Labour Total 35
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2015–16
YEAR 5
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 78
2015–16
Year 5
$’000
D PROPERTY
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.
5
D12 total 5
D13 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.
D13 total 0
D14 Attracting capital to Parramatta
D.14.i Compile return on investment information and make information available to the lending sector. 0
D14 total 0
D Property Total 5
E Amenity
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.
E15 Total 0
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.
50
E16 Total 50
E17 Growing the leisure/tourism product offering
E.17.i
E.17.ii
E.17.iii
E.17.iv
E.17.v
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.
Progress Major Events strategy, attract state funding for major events and festivals.
Modify and maintain Discover Parramatta website (possible from ED salaries or reserve)
E17 Total 0
E Amenity Total 50
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2015–16
YEAR 5
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 79
2015–16
Year 5
$’000
F Infrastructure
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 traffic 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
70
F16 total 70
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.
F17 total 0
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. 70
F18 total 70
F Infrastructure Total 140
A Identity 100
B Business 190
C Labour 35
D Property 5
E Amenity 50
F Infrastructure 140
Admin / information / other 130
TOTAL 650
Plus Expenditure funded from the Reserve
Flooding and heritage studies into Rydalmere 2011
Rydalmere revote from 2010
Contribution to salaries
GRAND TOTAL 2015–16
PARRAMATTA ECONOMIC DEVELOPMENT LEVY ALLOCATION 2015–16
YEAR 5
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 80
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
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 81
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.
PARRAMATTA ECONOMIC DEVELOPMENT STRATEGY 2011-2016 82
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