2020 CAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN
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CAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
CAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
Economic Development Plan 2020 for Campbelltown City Council
This Plan has been developed in cooperation between Campbelltown City Council and The South
Australian Centre for Economic Studies (SACES) at The University of Adelaide. It is supported by the
Economic Development Plan Discussion Paper which presents in more detail the research and analysis
behind the development of the plan.
As a key management plan identified in Council’s Strategic Plan (2010-2020), this plan has been
developed as a two-year plan to allow for alignment with the review of the Strategic Plan which will
commence in 2019, and Council’s other management plans that are already in place. It is envisaged that
future iterations of this plan will be developed in five-year rather than two-year cycles for longer-term
strategic planning.
Council acknowledges Associate Professor Michael O'Neil (Executive Director of SACES) and his team for
all of their research and analysis undertaken during the development of this plan, conducted in
association with Council staff in Urban Planning and Leisure Services (Economic Development).
Mosaic-making on Jan Street
Magill Village Master Plan signage
Magill Institute redevelopment
CAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
Contents
1. Introduction .................................................................................................................................... 1
2. Process of Local Economic Development .................................................................................. 3
3. Our Economic Environment ......................................................................................................... 4
4. Campbelltown City Council’s Strategic Planning Framework ............................................... 8
5. Underpinning concepts ................................................................................................................. 9
6. Strong Foundations...................................................................................................................... 10
7. Structure ........................................................................................................................................ 11
8. Themes and Focus Areas ............................................................................................................ 12
1. IMPROVING LIVING ............................................................................................................ 12
1.1 Health & Ageing .......................................................................................................... 13
1.2 Housing ...................................................................................................................... 14
1.3 Transport .................................................................................................................... 15
1.4 Tourism & Events........................................................................................................ 16
1.5 Places & Spaces .......................................................................................................... 17
2. ADVANCING WORK ............................................................................................................ 18
2.1 Precinct Development ................................................................................................ 19
2.2 Employment Opportunities & Growth Sectors .......................................................... 20
3. INCREASING EDUCATION .................................................................................................. 21
3.1 Education Precincts .................................................................................................... 22
3.2 Community Education ................................................................................................ 23
4. HARNESSING TECHNOLOGY ............................................................................................. 24
4.1 Technological Changes & Smart Cities ....................................................................... 25
5. PROGRESSING LEADERSHIP ............................................................................................. 26
5.1 Council Leadership & Administration ......................................................................... 27
5.2 Relationships & Collaboration .................................................................................... 28
9. Planning for Action ...................................................................................................................... 29
10. Action Plan to 2020 ...................................................................................................................... 30
HPE Ref: 18/9237
CAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
1. Introduction
Campbelltown City Council’s Economic Development Plan (ED Plan) is one of Council's four
Strategic Plans and is consistent with Council’s Strategic Plan (2010-2020).
The ED Plan identifies the strengths, opportunities and gaps within the Council area that
influence people’s quality of life by improving liveability in the area through an economic
improvement lens.
Development of the Plan involved:
Phase 1: Developing the Economic Development Plan
Throughout 2017 Council undertook a variety of research including desktop review, targeted
workshops and interviews to explore the following components:
population and demographic data
current activities and key events that contribute to economic development
key business sectors
current and recent proposals and approvals for residential, commercial and industrial
development
key precincts with potential for future development
issues such as transport, aged accommodation, under-utilised assets and services
State and regional proposals and plans that have potential implications for
Campbelltown City Council
The targeted workshops and interviews included discussions with the Economic Development
Advisory Committee, Eastside Business Enterprise Centre, Strategic Planning and Development
Policy Committee, Council Staff, Elected Members and the Education sector. A number of local
businesses from the following industries were also surveyed:
1) food suppliers / producers
2) aged care / health / NDIS (National Disability Insurance Scheme) suppliers
3) light industry / manufacturers
4) retail
The findings of this research formed the themes and provided the information needed to
prepare a draft Economic Development Plan 2020.
A detailed report of the research findings can be found in the 'Economic Development Plan –
Discussion Paper’, which along with the ED Plan itself, informed Phase 2.
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CAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
Phase 2: Developing the Economic Development Action Plan
The Economic Development Plan 2020 provides a strategic direction and sets priority actions
for the coming two years.
It also includes an action plan to 2020
(Section 10) that will be reviewed and
updated annually to meet the
objectives of the
Economic Development Plan 2020.
The Action Plan considers the
findings in Phase 1 which outline
the existing strengths for Council
and also identify priority areas of
action for Council.
Campbelltown Moonlight Markets
Jan Street mural, installed in 2017
Mattress making in Magill
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CAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
2. Process of Local Economic Development
Local and regional economic growth is driven from endogenous capital (i.e. assets from within
the region such as new investment to upgrade facilities, renovations, and precinct
developments). New theories of growth emphasise the particular role of endogenous human
capital (i.e. local actors) as critically important. Better (i.e. skilled) local actors who are capable
of using local assets more efficiently in response to market opportunities leads to innovation
and ultimately drives growth within the region.
Primary economic drivers include:
skilled people and high levels of human capital;
entrepreneurship;
innovation (both technological and non-technological);
equipment embodying technology; and
quality of other inputs/intermediate goods.
Supporting socio-economic factors include:
education and training, vocational skills;
family and community services;
health services;
housing;
recreation, sport, arts, culture, facilities and events;
environment; and
land-use planning.
Supporting infrastructure includes:
transport (road, rail, shipping);
communications such as broadband access; and
energy and water supply.
Consistent with this approach is the understanding that existing businesses form the backbone
of regional and local economies and shape the strength and resilience of the economies in
which they operate. Further, on average, some two-thirds of additional business investment in
local and regional economies over time comes from existing local businesses and new start-ups
by local people. Local start-ups reflect entrepreneurial spirit, bringing new lifeblood to local
and regional economies and adding to the vibrancy of local communities. Supporting
established businesses and creating a culture that encourages entrepreneurship (one of the
primary economic drivers) are clearly central to an effective economic development strategy.
Individual councils as well as regional alliances such as the ERA (Eastern Region Alliance,
comprising the Cities of Burnside, Campbelltown, Norwood Payneham and St Peters, Prospect,
Unley and the Town of Walkerville) can offer a range of support for economic development.
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CAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
3. Our Economic Environment
Latest estimates of population growth indicate that Campbelltown’s estimated resident
population was 51,265 persons in 2016. The Council area has the largest population among the
ERA councils, accounting for a quarter of the ERA’s population of 201,021 persons. With 21
persons per hectare, Campbelltown – along with the other councils within the ERA – has one of
the highest population densities among South Australian LGAs. Within Campbelltown, the
suburbs of Magill, Hectorville and Tranmere have the highest population densities.
As a middle ring council with already one
of the highest population densities and
the lowest general rates in the state,
forecasts by the state government
Department of Planning, Transport and
Infrastructure expect that Campbelltown
will experience strong population growth
out to 2031 at a compound annual
growth rate of 1.2%.
The City’s residents are relatively older
Residential housing in Campbelltown, located between the city and the
compared to the metropolitan average. hills of Adelaide
While the median age of Campbelltown’s
population was not statistically different from the rest of the State (41 years in 2016 compared
to 39 years for Greater Adelaide), persons aged 65 years and over comprised 21% of the
population in 2016, compared to 17% for Greater Adelaide. If people choose to age in place
coupled with combinations of incentive-based public policies and higher land and house prices,
then there will be both higher demand for lifestyle-based aged care units and further
opportunities for block subdivisions and infill development.
In terms of employment generation in the City, the
health care and social assistance industry creates the
largest proportion of jobs (19%) of total employment.
Also generating high levels of employment are the
retail trade industry, including food, motor vehicle,
fuel, and other store-based retailing (16%) and the
education and training industry (15%). Light
manufacturing and construction industries
Community BBQ at the redeveloped Function Centre
respectively account for about 9% of employment.
Note: Demographic data obtained from 2016 Census of Population and Housing (Australian Bureau of Statistics)
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CAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
The top three occupations are professionals (who tend to hold a Bachelor degree or higher;
1,852 people; 21%), community and personal service workers (e.g. providers of support in
health, aged care, child care, policing, hospitality, sport; 1,315 people; 15%) and clerical and
administrative workers (who tend to provide support to managers or professionals; 1,184
people; 13%).
Small Area Labour Markets data published by the Department of Employment in 2017 suggests
that unemployment for Campbelltown has historically remained below the state average. The
‘smoothed’ unemployment rate for Campbelltown in the decade to March quarter 2017 was
estimated at 6.0%, marginally lower than the corresponding state figure of 6.1%.
The equivalised household income adjusts household income by household’s size and
composition. After adjusting for household size and composition, Campbelltown’s median
equivalised household incomes were not statistically different compared to other areas.
The City has experienced strong growth in
the value of building approvals, with growth
double the state average in recent years.
Council data shows Campbelltown building
approvals were valued at $151 million in
2015/16, of which residential approvals
were valued at $141 million and non-
residential at $9 million. In the five years to
2015/16, the value of building approvals
increased by 41% (up $44 million), a much
larger growth compared to Greater Adelaide
Aerial view of Campbelltown Library and residential housing
(26%) and South Australia (17%).
The overwhelming majority of development applications lodged and approved over the past 5
to 10 years are of a residential nature. Substantial residential infill development has occurred,
particularly within the last three years since the introduction of new planning zones to promote
diversity of housing (Residential Regeneration Policy Area 3). However, no substantial
commercial or industrial proposals have occurred over that period. Non-residential approvals
contracted by 44% during the same period (from 16 to 9 approvals). Non-residential includes
commercial and industrial buildings such as retail, offices, factories; and educational, health,
aged care, entertainment and recreation facilities. Of the development approvals in the
commercial/industrial category (new and fit-out), only nine applications had an estimated value
of more than $1 million, and only three of these were valued at $2 million or more. Almost half
the total value of commercial and industrial approvals occurred in 2010, but there was one
notable development application received in 2017 for a discount supermarket chain.
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CAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
More than 12,000 ABNs are registered in the City1. Approximately half (52%) are individual or
sole traders, with a further 20% being trusts, 19% companies and 9% partnerships.
Council data shows that Campbelltown Council is home to over 1,000 commercial properties.
There are 347 landowners operating a commercial/industrial business from a self-owned
property, and another 680 commercial/industrial tenants operating businesses on leased land
within the City. There are also 640 parcels of vacant land within the City.
Additionally there are 403 residents who
work from home in home-based businesses
in the City, representing 1.8% of the
population. This compares to 2.3% for the
ERA area and 2.1% for Greater Adelaide.
Data suggests a high proportion of existing
local businesses fall into the following
sectors: food industry (27%), retail (18%),
general services (e.g. hairdressing, financial,
cleaning services; 18%), and trades (e.g. Local food industry business
plumbing, electrical, mechanical; 17%).
There are three main education precincts in the City namely the University Precinct at Magill,
the High School Precinct at Paradise (Charles Campbell College, with Saint Ignatius’ College
some 2km to the east in Athelstone) and the High School Precinct at Rostrevor (Norwood
Morialta High School Middle Campus and Rostrevor College which is just outside the Council
area). There are also several large retail precincts. These include Newton Village Shopping
Centre, Newton Central Shopping Centre
(formerly Newton Centro) and the
adjacent Jan Street precinct,
Campbelltown Shopping Centre and
Stocks Corner, Magill Village, Romeo’s
Foodland and Zanatta Court at
Hectorville, and Athelstone Shopping
Centre. Additionally there is a key health
precinct located at Lower North East Road
Campbelltown and several residential
aged care facilities.
University of South Australia’s Magill Campus
1
Note this figure includes registered ABNs for trusts, rental properties, superannuation funds, religious
institutions, charities, arms of government as well as businesses.
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CAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
Council hosts and supports a wide range of events and programs for local residents and visitors
including for example the Moonlight Markets, Pizza Festival, Flavours of Campbelltown Food
Trail, Library events, Tasting Australia events, Campbelltown Art Show, Christmas Parade, and
on several occasions a Tour Down Under Stage Finish. The redeveloped Council-owned
Campbelltown Aquatic and Recreation Centre, known as the ARC, reopened with an indoor
pool, gym, basketball and squash courts among other facilities in 2016 following the
redevelopment of the Campbelltown Library in 2011. Combined with the many natural and
built features of the City (e.g. Thorndon Park, River Torrens Linear Park, Fourth Creek Trail),
these attractions provide a range of opportunities for both leisure and economic benefit to the
City of Campbelltown.
Flavours of Campbelltown Food Trail Tours
Cycling the Linear Park trail
Campbelltown Aquatic and Recreation Centre (the ARC)
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4. Campbelltown City Council’s Strategic Planning
Framework
Campbelltown City Council has an integrated planning framework which ensures alignment
between plans and actions. The ED Plan is one of the four management plans.
SOUTH AUSTRALIA’S
STRATEGIC PLAN AND
OTHER REGIONAL PLANS
CITY OF CAMPBELLTOWN CITY OF CAMPBELLTOWN COMMUNITY PROFILE
DEVELOPMENT PLAN STRATEGIC PLAN (ABS SURVEY)
STRATEGIC GOALS
QUALITY LIVING > LEADERSHIP > CITY PLANNING >
ENVIRONMENTAL RESPONSIBILITY > LOCAL ECONOMY
MANAGEMENT PLANS
LONG TERM
INFRASTRUCTURE & FINANCIAL PLAN
ASSET MANAGEMENT
ENVIRONMENTAL
MANAGEMENT
DEPARTMENT ANNUAL BUSINESS PLAN
BUSINESS PLANS SOCIAL
ECONOMIC
DEVELOPMENT
SUPPORTING ACTION ANNUAL BUDGET
PLANS
REPORTING
INDIVIDUAL
ANNUAL REPORT PERFORMANCE PLANS
AND REVIEWS
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5. Underpinning concepts
The following concepts underpin the development of the ED Plan:
1) The development of a robust plan relies on an evaluation of both the research and
consultation findings
2) The role of Council will vary to involve leadership, communication, partnership,
advocacy and support
3) Economic development utilises the natural, built, human and institutional resources of
the community. It includes physical or tangible aspects (e.g. precincts and housing) as
well as intangible opportunities such as education, participation, motivation and
diversity.
Local shopping centre Tour Down Under Stage Finish, Foxfield Oval 2017
Values
A number of principal values are also recognised in the development of the ED Plan:
1) The ultimate purpose of economic planning is to improve the quality of life and standard
of living for all in the community through the pursuit of excellence in all we do;
2) A broad variety of opportunities should be supported for people to secure their
livelihood and increase economic independence;
3) The protection of our natural environment, as a key economic asset, should be
incorporated into the promotion of economic development; and
4) Council should continue to focus on issues that it can impact by considering both
shorter- and longer-term goals and actions.
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6. Strong Foundations
The success of the ED Plan is not only what it will deliver but how it is delivered. Council has
identified foundational elements that will support the successful implementation of the plan.
Good governance & leadership
Implementing the ED Plan will be everybody’s business and will involve various teams across
Council. Coordination of actions will be critical to its success. This will occur as part of a
Council Officer’s role from the Urban Planning and Leisure Services department.
The intent in resourcing this plan is (a) to align funding from existing budget lines and programs
from within existing departments where practicable, as subject to Council’s annual budget
process, and (2) via applications for externally funded grants to facilitate key works and projects
where possible.
Eastern Region Alliance (ERA)
Collaboration & Partnerships
The ERA is a group of six eastern
The successful delivery of many parts of the plan will metropolitan councils who voluntarily
require working collaboratively with other partners work together for the benefit of their
including local businesses, small business support local communities and the eastern
services, adjacent Councils, the Eastern Region region as a whole. One portfolio
addressed by the ERA is Economic
Alliance, State and Federal Government, education
Development.
organisations, non-government organisations and,
importantly, local people. The ERA region boasts a $10b economy
with over 100,000 jobs and nearly
30,000 registered businesses. This is a
significant economy with its own
challenges and opportunities in the
future.
ERA’s Economic Development Action
Plan 2014-17 had a focus on the
Creative Industry sector, establishing a
smart region strategy, and capitalising
on the emerging digital economy.
ERA’s Economic Development
Framework and Action plan 2018-20
went on to prioritise Policy and
Advocacy, Business Support, the
Construction of the upgraded Campbelltown Aquatic and
Recreation Centre (The ARC) Creative Industry sector, and Events,
Tourism and Lifestyle as its key focus
areas.
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7. Structure
The ED Plan is built around a series of five themes, developed and shaped based on the
research and consultation process undertaken for this project. Each theme includes a number
of areas which Council will focus on up to 2020. All of these are underpinned by ‘Strong
Foundations’.
For each focus area background information is provided to illustrate the context along with a
table outlining what is already happening and areas of consideration going forward. The
corresponding actions will be updated on an annual basis with the support of Individual
Business Units within Council to help lead and coordinate the delivery and reporting where
relevant to their programs.
THEMES FOCUS AREAS
1. IMPROVING LIVING 1.1 Health & Ageing
1.2 Housing
1.3 Transport
1.4 Tourism & Events
1.5 Places & Spaces
2. ADVANCING WORK 2.1 Precinct Development
2.2 Employment Opportunities & Growth
Sectors
3. INCREASING EDUCATION 3.1 Education Precincts
3.2 Community Education
4. HARNESSING 4.1 Technological Change & Smart Cities
TECHNOLOGY
5. PROGRESSING 5.1 Council Leadership & Administration
LEADERSHIP 5.2 Relationships & Collaboration
Strong Foundations
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8. Themes and Focus Areas
Data
1. IMPROVING LIVING The City’s population is
Data
51,265 (2016), forecast to
increase to 56,000 (2031)
The ultimate purpose of local economic development is to 99.2% of people have
improve amenity, the quality of life and standard of living for all indicated they like living
in the City of Campbelltown. Located in Adelaide’s inner in Campbelltown
compared to the 97.5%
eastern suburbs, the City is largely residential. Existing
state average*
businesses are principally oriented toward personal services,
More than 50% of local
servicing the local resident population.
employment is directly
related to the provision
“Campbelltown has everything I need, why would I live
of human services
anywhere else?” local resident
*600 local people responded as
“I love growing old in Campbelltown because it’s a nice part of the state report into
place” local resident Indicators of Community Strength
across Local Government areas
(2013)
A connected community is a focus area of Council’s Social Plan.
Strengthening communities is also a platform for strengthening
economic development. New ways of thinking favour ‘localism’, place-based, and people-focussed
approaches to local economic development. Tourism is also an important focus due to the positive
economic benefit to other local industries such as retail, education, real estate and transport.
What the research says:
With 2,105 persons per sq. km, Campbelltown has one of the highest population densities among
South Australian LGAs. It is expected that Campbelltown will experience strong population growth out
to 2031 at a compound average growth rate of 1.1%.
A component of an economic development strategy should be “Campbelltown as a place to live”, with
local employment arising from mixed-use, higher density, residential, commercial and retail
development, investment in retail outlets at Newton, Campbelltown Urban Village and Magill Village
including accommodation and development at the Magill Campus.
Research undertaken for the City’s Social Plan 2020 also found the liveability of the Council area to be a
strong theme, with a lot of community pride and satisfaction with the convenient location to the City,
shops and facilities, the natural feel and outlook of the area, and the strong relationships and networks
within the community. While there are pockets of disadvantage requiring attention, there are also
areas of growth to benefit from. Multicultural diversity is also an asset reflected in event sectors
related to food, food production and local exports, evidenced for example through strong Italian
ancestry, and this diversity is continuing with a higher proportion of people with Chinese ancestry.
ABS (2017) 2016 Census of Population and Housing.
Campbelltown City Council (2015) Social Plan 2020.
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1.1 Health & Ageing
The City’s residents are relatively older compared to the Data
metropolitan average and the proportion of “Active Retirees” is
Persons aged 65 years
projected to increase dramatically going forward, with the real
and over comprised 21%
pressure for aged care impacting the late 2020s. Given its
of the City’s population in
relatively older demographics, a higher proportion of 2016, compared to 17%
Campbelltown’s residents also require assistance with core for Greater Adelaide
activities compared to the broader region. 6.4% of the City’s
population, or 3216
While downsizing their homes is a common trend for older people, required help in
residents, at the same time they drive consumer demand in their daily lives due to a
social activity and wellness. If people choose to age in place disability in 2016
coupled with combinations of incentive-based public policies Lone person households
and higher land and house prices, then there will be both higher comprised 25.9% of
demand for lifestyle-based aged care units and further households in the City in
opportunities for block subdivisions and infill development. 2011 and 2016
Health care and social
A Health Precinct could become the focus of health, retirement, assistance comprise 19%
aged care and NDIS (National Disability Insurance Scheme). of employment in the
Council could encourage and provide support for a private sector City (the highest of all
health taskforce that would assume responsibility for sectors)
investment, business attraction and a joint response to the NDIS.
The health care and social assistance sector showed the largest
absolute growth in business numbers in the Eastern Region
between June 2015 and June 2016.
What is already happening: What Council will consider:
• Social Plan 2020 • Promotion and development of
• Supporting a large number of health and infrastructure to advance a Health and
ageing-related facilities clustered at Lower Recreation Precinct (with the ARC) as a key
North East Road Campbelltown (including the attribute of Campbelltown
ARC) • Explore how the NDIS can assist growth in
• Providing programs for older people at the ARC the local economy
and Library • Embed initiatives within Age Friendly
• Relationships with aged care providers Communities ‘physical environment’ section
(e.g. seating at shopping centres and along
• Campbelltown’s Access and Inclusion Plan
walking trails)
• Home Support Programs to keep older people,
• Conduct research to understand the
and younger people with a disability, living
emerging economies around Active Ageing
independently at home
entrepreneurial opportunities
• Providing social programs through the Home
Support Program
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1.2 Housing
Economic development in general has historically been and is
Data
currently driven by residential development and property tax
(rates) revenue. High population density increases demand for Residential properties are
services, public spaces and public transport. The large number of 93.8% of all property
businesses servicing the local resident population in Campbelltown types and contribute
92.3% of rates to the City
is consistent with increasing residential density. Increased density
The value of building
in housing and mixed-use developments will further support this.
approvals in the five
Although a challenge, Council is committed to ensuring there is a
years to 2016 increased
balance between protecting the City’s character while creating by 41%
opportunities for development. The development of an
extra 135 dwellings per
The ageing population is creating new demands for different
year until 2020 are
styles of accommodation, new private investment opportunities,
forecast as a result of
facilitating further land sub-divisions and providing opportunities residential infill
for affordable housing to encourage retention and attraction of There were some 658
younger adults. Mixed-use accommodation, commercial and vacant lots in the City in
retail developments proximate to transit/transport routes will 2016
add to the attractiveness of Campbelltown as a place to live.
With high population density, low general rates and relatively high rent and mortgage repayments,
future population growth will likely need to be accommodated through affordable housing and infill
development if it is targeted to a younger demographic, as currently the biggest out-migration is of
young people. There also remains an opportunity to cater to residents of other Council areas looking
to capitalise on their housing assets by downsizing and moving to the City (as observed in recent
years).
What is already happening: What Council will consider:
• Campbelltown Council Development Plan • Increase Council and Community
encourages a diversity of dwelling types understanding about housing density and
• Strategic Planning and Development Policy types, and impacts on traffic management
Committee and Council Assessment Panel • Review mix of housing suitable to all needs
• Promotion of Livable Housing Design • Support older people to understand available
guidelines on the website and through housing options including ageing in place
Customer Service • Explore affordable housing initiatives to
• Relationship with Renewal SA attract a younger demographic
• Community grants program to support • Build relationships with Housing SA and other
neighbourhood development housing providers
• Home Support Programs to keep older • Encourage neighbours to discuss issues
people, and younger people with a disability, related to residential development
living independently at home • Promote inclusion of more services as part of
• Development of Age Friendly Communities mixed-use developments to support new
Framework including ‘housing and services’ communities
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1.3 Transport
A large portion of the employed workforce commute to work. As a Data
residential area integrated in the Greater Adelaide labour market, Approx. 20,000 employed
and because there are opportunities for private investment residents in the City of
proximate to transport, a clear and well-articulated transport Campbelltown work
strategy in coordination with the South Australian Government outside the Council area;
would help Council promote opportunities to private investors. with some 5,500 who live
outside Campbelltown
There are some limitations in the region with respect to transport and commute to work
infrastructure. Transport options are ultimately limited to road- inside the Council area
based transport, while there are no classified B-Double routes There are 255km of roads
within the council area. in the City
Projected expenditure on
The O-Bahn Busway, which passes through the north-western edge
transport asset renewals
of the council area, provides the only rapid transport link to the totals $2.78m for
Adelaide CBD for the north-eastern suburbs. There is however a 2017/18
proposal to extend the tram line from the Adelaide CBD to Magill.
While more intensive development and mixed land use has been earmarked for land around the
O-Bahn’s Paradise interchange to increase patronage of public transport, development of the zone is
dependent on the State Government redeveloping the interchange.
What is already happening: What Council will consider:
• Auditing of the condition of roads • Feasibility of a transport strategy for private
• Enhancing public spaces around centres to investment proximate to transport
promote transport access • Enhance and promote walking and cycling
• Liaising with State Government regarding links to key precincts and economic zones
Paradise interchange upgrade • Advocacy for upgrading the O’Bahn corridor
• Campbelltown Road Safety Group for direct cycle access to the CBD
• Advocate for improved public transport
• Black Spot Funding works
including routes, stops, availability and
• Community Bus to major shopping precincts accessibility (e.g. Go Zones)
and the ARC
• Consult the community on any proposed tram
• Accessible bus stops and shelter upgrades extension to Magill
• PAMP (Pedestrian Access and Mobility Plan) • Cross-connections from O-Bahn to tram line
• City of Campbelltown Bicycle Plan • Investigate and support safe independent
• Upgrading Linear Park trail shared path mobility within the community for children,
• Book-a-Bike at the Golf Course young people and older people
• Planning underway for tram line extension to • Implement the Bicycle Plan and the PAMP
eastern suburbs (30 Year Plan for Adelaide) including examining safe pedestrian crossings
• Council has signed the Walk 21 charter at identified spots
• Identify ways to develop regional partnerships
or projects to promote sustainable transport
options
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1.4 Tourism & Events
Data
Human creativity is regarded as fuel for economic development. The Moonlight Markets
average 10,000 people
Events, festivals, and built and natural attractions all contribute to
from all over Adelaide
local identity and day-trip tourism. They are generally well
Over 5000 copies of the
attended and well supported by local businesses. Furthermore, a
Food Trail booklet are
number of food related tourism activities, shaped by distributed annually, with
Campbelltown’s culturally diverse population, provide significant further reach online
opportunities for social and economic interaction including the (1250+ web page visits
Flavours of Campbelltown Food Trail, the Moonlight Markets at in 2016)
Thorndon Park and the Pizza Festival. These popular events and 70.6% of residents attend
initiatives, and the natural environment, are valued assets worthy at least one local event
of more promotion and Council is committed to growing the visitor per year (68% state ave.)
experience and attracting more events. It is noted however that Tourism is an economic
appropriate accommodation to support major events and higher priority for SA
levels of tourism activity is lacking.
What is already happening: What Council will consider:
• Flavours of Campbelltown Food Trail • Promote Campbelltown attractions
• Pizza Festival • Explore the economic value of the natural
• Community events in public spaces such as environment through tourism
Moonlight Markets and Rotary Club of Magill • Review buildings that could attract tourism
Sunrise Markets business and/or host events
• Special events e.g. Jan Street • Consider additional and consistent
• Tasting Australia Associated Event bus tours branding and promotion of Campbelltown
as an “identifiable regional food hub”
• Nominations for Tour Down Under hosting
• Explore the proposal for a café or nature-
• Lochiel Park (including Kaurna Food Garden) and
based facility at Morialta nature play space
Thorndon Park (including Community Orchard)
• Explore tourism potential as the gateway
• Lochend House
to the Adelaide Hills / national parks back-
• Chain of Trails Master Plan drop
• Redevelopment of the Library and Function • Review outdoor and evening
Centre entertainment/ dining options including
• Redevelopment of the ARC – hosting a variety of pop ups and mobile food vendors
events including sports tourism • Explore investment models and
• Considering a miniature train track at Thorndon opportunities to assist the development of
Park tourist accommodation
• OPAL Active Family Maps to promote local • Develop an arts and cultural framework
tourism (consider economic value of art tourism)
• Art Show and support for SALA Festival • Increase use of local venues for events
• Masterplans with proposed public artworks such as the Fringe and SALA
• Historic panels • Programs/opportunities to support and
• Facilities used as Fringe Festival venues showcase local artists and performers
16 | P a g eCAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
1.5 Places & Spaces
Data
There are both built and natural assets within Campbelltown The is over 400ha of open
Council that represent good “anchors” for growth, investment and space in the City
development. For example, Council is gifted with natural assets from 93.3% of respondents
rated Campbelltown
creeks to hills and the River Torrens Linear Park. Council recognises
positively in terms of
that natural assets should not be compromised for economic growth.
recreation areas (state
The new “place-based” approach being used by many Councils average 86.9%)*
93.5% rated the City
involves promoting economic development through a bottom-up
positively in terms of
approach in which partnerships between community leaders,
facilities and services
business leaders and governments collaboratively develop visions
(state average 85.8%)*
and strategies and oversee the development and implementation
of plans and specific initiatives. Local government therefore has an *600 local people responded as
part of the state report into
instrumental role in helping design and implement bottom-up Indicators of Community Strength
development strategies, and acting as an administrative facilitator across Local Government areas
to the much-needed “place-based” solutions. (2013)
What is already happening: What Council will consider:
• Place activation projects happening or • Placemaking Strategy and economic
planned (Jan Street, Magill Village, activation initiatives with resources that
Campbelltown Urban Village) support urban design, investment and
• Council assets including the Function Centre, activation/attraction
the ARC, the Library and Lochiel Park Golf • Review support mechanisms for organisers
• Planned maintenance and improvements to and committees of place-based events and
parks, reserves and open spaces initiatives
• Council owned buildings for community use • Implement principles and strategic framework
and hire for managing Council's hired or leased
buildings
• Masterplans for Thorndon Park,
Campbelltown Memorial Oval, Chain of Trails, • Develop way finding signage to improve
Max Amber Sportsfield usability of indoor and outdoor spaces and
features to encourage more visitation
• Open Space Strategy
• Feasibility of free wifi in public spaces
• Asset Management Plans
• Implementing Creek Trail improvements
• Relationships with 'community assets' i.e.
schools, sporting clubs • Continue advocating for a new integrated
skate facility
• Supporting local creative/community groups
(e.g. Arthouse, Ripples, community gardens) • Investigate whether Council-owned buildings
are underutilised assets and consider what
• Lighting in public spaces
may be alternative uses for those assets
• Volunteer graffiti removal program
• Investigate redevelopment opportunities and
• Sesquicentennial celebration events and zoning of the site of Council offices and
programs for the City’s 150th anniversary underutilised land that is owned in the
• A Fruitful History market garden project precinct
17 | P a g eCAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
2. ADVANCING WORK
Council plays an important role in advocating for local employment Data
Data
for example through zoning policy, support to and partnerships
Campbelltown Council is
with local businesses, strategies to promote local assets and
home to over 1000
attractions, and the redevelopment of precincts to increase foot
commercial properties
traffic and visitors. More than 8800
individuals are employed
“Our business has grown since day one. It keeps getting
within the City, with 55%
more popular, and people come from further afield, the
working full time
other side of town” local business owner
The retail trade (including
food) sector generates
“Our sales keep growing with time. If they didn’t, then
16% of employment in
we’d be in the wrong location, and we would have
Campbelltown
moved” local business owner
The biggest growth in
small businesses in 2012-
A potential marketing and promotion tool for the Council area and
2016 in the East was in
local business is both the longevity of business operations and the
Rostrevor and Magill (28
fact many are still family owned and strongly supported by the
businesses; 31% growth)
local community. However as identified by businesses both in the Manufacturing and
consultation for this plan and the Social Plan, there are barriers to construction each
employing people related to taxes and red tape they are expected generate 9% of total
to comply with. Council has limited influence over some of these employment in the City
issues but is working to reduce barriers in areas of influence (e.g.
regulation, monitoring, or advocating for change).
What the research says:
Industries and activities identified for growth in the broader ERA region include the creative industries
(e.g. design, IT), events, tourism and lifestyle, small business support, trader liaison and education.
Support for these priorities based on significant assets in Campbelltown include: Broadband
Connectivity (e.g. Lochiel Park eco village high speed broadband); Knowledge Workforce (UniSA Magill
Campus; easy access to all SA universities; Charles Campbell College); Innovation (linking recreation
facilities with health outcomes); Digital Inclusion (Library; Digital Literacy Library Officers); and
Marketing and Advocacy (Collaboration with ERA Councils; concentration of Creative Industries located
in ERA area).
More large businesses are considering lifestyle attributes as a key component in their decision to
relocate as seen recently by Amazon’s “New Headquarters” competition.
ABS (2017) 2016 Census of Population and Housing.
Blandy, R. (2013) The size, structure and growth of the Eastern Region Alliance’s economy.
Hales, B. (2014) Creative Industries and the Smart Region – Way Forward. Eastern Region Alliance: Adelaide.
Lucid Economics (2017) Competition for Amazon’s new headquarters.
Salt, B. (2017) The rise of Greater Adelaide as a business and lifestyle centre.
18 |SaP a g eCAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
2.1 Precinct Development
Data
There are key clusters forming noticeable zones or districts in
the City: three education precincts (University precinct at Magill Campbelltown Urban
Village Master Plan
and High School precincts at Paradise and Rostrevor); several
proposes some $2.7m
large retail precincts; pockets of light industry; and the health
of upgrade works
precinct along Lower North East Road.
Magill Village Master Plan
upgrades total $7m ($2m
While the prospects for new large-scale development and
Council investment)
industrial expansion is limited, there are good opportunities for
Undergrounding of
retail (and other) precinct rejuvenation and activation.
power lines at Magill
Road ($1m investment)
The economic driver of demand growth and expenditure will
Discussions underway for
come from population growth, residential infill, attracting
a major $60m revamp of
tourists and others to the area. Investment growth will come
Newton Central Shopping
from regeneration of retail facilities, tourism accommodation Centre
and supportive infrastructure in the City’s key precincts and A $25m expansion of
residential developments. Newton Village Shopping
Centre completed in 2009
Precinct developments that congregate foot traffic and provide
greater amenity, ‘lifestyle experiences’ and functional activity are also
capable of drawing in ‘outsiders’ to the region providing a boost to local incomes and expenditure.
Boosting the attraction of all shopping centres and mainstreets for the current resident population
and to attract shoppers from out of the council areas is one component of “additionality in economic
development”. The intent is that the centres are activity hubs for more than shopping so that people
choose to go there, and go there for more, rather than go only as a necessity.
What is already happening: What Council will consider:
• Promoting and developing infrastructure to • Refine planning policy framework for shopping
advance the Campbelltown Urban Village centres including micro businesses
and Magill Village developments • Promotion and development of infrastructure to
• Completion of Jan Street redevelopment advance the Newton Central precinct
• Streetscape improvements at Forest Ave • Prioritisation of precincts in regards to Council
and Reid Ave shops to improve customer investment, supported by a spatial plan
experience • Explore incentives and offsets in regards to car
• Planning and design for improvements to parking and rate rebates to encourage
other local shopping centre streetscapes investment
such as Hectorville Road near the Red Mill • Minor upgrades to industrial precincts to
Bakehouse increase street amenity
• DPA review of activity centres looked at the • Promote the longevity of local businesses and
potential for commercial and retail growth success of family-run business in the area
19 | P a g eCAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
2.2 Employment Opportunities & Growth Sectors
Employment growth will come from the labour intensive sectors Data
Data
of health, aged care and social assistance, education and training,
The top four industries of
and personal services such as retail, food, cafés, restaurants,
employment for
recreation/fitness and small bars.
Campbelltown residents
Better understanding of local food manufacturing businesses and in 2016 were Hospitals;
Aged Care; Supermarkets/
current out of the region exports may provide insights into
Grocery Stores; and
potential export and employment growth opportunities, with
Cafés/Restaurants
employment growth stemming from export growth. Home based businesses
number 403 residents or
The creative industries (e.g. design, IT) is considered a large growth
1.8% of the population of
sector for Eastern Adelaide with ERA aiming to develop policies to
the City
encourage their growth. There are also opportunities in the home-
Micro businesses are
based business sector with reports showing growth in this field. reported to be flourishing
It is acknowledged that small start-up businesses often emerge across the East more
from residential settings and may grow quickly, and will need generally
locations to grow into. Identifying and supporting new start-ups,
entrepreneurs and innovators will be beneficial going forward.
What is already happening: What Council will consider:
• Discussions with businesses interested in • Examine industry willingness to grow the food
moving into the area manufacturing sector
• Discussions with existing businesses • Develop an opt-in register of home-based
requiring new or expanded sites in the business and investigate support opportunities
future • Create employment and/or entrepreneur
• Processing of development applications pathways and explore opportunities for
• Investigations into food business incubator facilitation of hubs, co-working spaces and
partnerships
• Supporting organisations in the City with
volunteer opportunities • Assist businesses to navigate Council processes
• Council volunteer program • Explore partnering with local not-for-profit to
help place local people into employment
• Relationships with employment agencies
• Explore partnerships with youth (e.g. in
• High speed broadband at Lochiel Park, with
delivering IT programs to local residents)
other broadband roll-out planned
• Feasibility of a structured work experience/
• Collaboration with ERA Councils regarding
placement program for young people
advocacy and promotion of creative
industries • Implement the rollout of the Campbelltown
Talent Bank (‘skills register’)
• Supporting investment in local hotels at
Paradise and Magill acting as additional • Map local employment opportunities as well as
drawcards for these precincts local youth employment opportunities
• Investment off the back of master planning • With the growth of Asian communities, explore
(e.g. Magill Institute linked to Magill Village) new opportunities in the Asian economy
20 | P a g eCAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
3. INCREASING EDUCATION
The University of South Australia Magill Campus is considered Data
Data
an ‘anchor institution’ of the City and the wider eastern region.
The education and
It was ranked number 24 in the global top 50 universities
training sector generates
under 50 years in 2017, and has a global reputation for the
15% of all employment in
creativity of its graduates. the City
56% of people aged over
The quality of schools in the East is also a large drawcard for
15 years in Campbelltown
families.
had completed Year 12 or
“We moved to the area…because of the reputation of equivalent as of 2016
UniSA was listed in the
the schools” local resident, migrated from overseas
top 50 universities under
In addition to formal education channels (including preschool, 50 years of age in 2017
school, university and other education and training institutions),
informal education and the provision of timely, relevant
information to community members more broadly (and
ensuring it is accessible) is also a consideration of this theme.
What the research says:
Education is one of the strongest predictors of good health. In addition to improved outcomes in
occupational status, the improved cognitive development and educational attainment gained from
access to school and pre-school may increase one’s health and longevity. Those who do not complete
Year 12 are found to experience greater difficulty in transitioning into post-school study and
employment, and be more vulnerable to economic and social change with increased risk of
experiencing longer periods of unemployment and relying on government income support.
Some 12,500 local residents were attending an educational institution in 2016. This reflects the age
structure of the population as it is influenced by the number of children attending school, proximity to
tertiary education (which can mean young people leaving home to be closer to educational facilities)
and the degree to which people are seeking out educational opportunities in adulthood, especially in
their late teens and early twenties.
Campbelltown City Council (2015) Social Plan 2020.
Campbelltown City Council (2014) Child Friendly Cities community profile 2014.
idCommunity (2017) Campbelltown City Council community profile: Education institution attending.
QS World University Rankings (2017) https://www.topuniversities.com/university-rankings/world-university-rankings/2016
21 | P a g eCAMPBELLTOWN ECONOMIC DEVELOPMENT PLAN 2020
3.1 Education Precincts
It is in the interest of Campbelltown Council to more actively
Data
advocate for development of the University of South Australia
Magill Campus precinct. Three relatively new initiatives on Campus 24% of people in the City
are the School of Education’s Teaching for Tomorrow program attended an educational
(“Bringing real world science into schools”), the establishment of a institution in 2016, with
8.2% of these people
new School of Creative Industries, and the Samsung SMARTSchool
learning at a tertiary level
collaboration that embraces the challenges technology brings into
The UniSA Magill Campus
the classroom. Attracting more young people to the Magill
had 6801 undergraduate
education precinct provides a range of opportunities for the local and 1432 postgraduate
economy, contributing to the development of teacher education students in 2017
and providing a focus for components of the creative industries. (studying Education, Arts
and Social Sciences)
As the Magill Campus is an ‘anchor institution’ to increase overall UniSA achieved a World
student enrolments and international student enrolments, it also Ranking of 27 in
underscores demand for student and affordable accommodation Hospitality and Leisure,
and supports (through higher population and utilisation density) and placed in the top 100
the Magill Village development on Magill Road. in Art and Design and in
Architecture in 2017
The High School precinct at Rostrevor also offers opportunities
with Norwood Morialta High School Middle Campus offering the
International Baccalaureate and Accelerated STEM programs (Science, Technology, Engineering and
Mathematics), and – although just outside of Campbelltown Council – Rostrevor College is also across
the road. At the Paradise High School Precinct, Charles Campbell College offers specialist programs in
Dance and Music, STEM subjects, Trades and Sports.
What is already happening: What Council will consider:
• Supporting the expansion of the • Promote the development of infrastructure to
University precinct at Magill advance a tertiary education precinct as a key
• Supporting the High School precincts at attribute of Campbelltown, with the University of
Paradise and Rostrevor South Australia Magill Campus
• Magill Village redevelopment • Advocate for two Centres of Excellence at the Magill
neighbouring the UniSA campus Campus – a Centre of Excellence in Teacher Training
and a Centre of Excellence for Media,
• Relationships with UniSA and Charles
Communications and the Digital Economy
Campbell College staff and
management • Promote education precincts at all levels (primary
school, high school, university) to sell the
• Supporting trials of new education
‘liveability’ of Campbelltown
programs with overseas providers
(through UniSA Magill Campus and • Consider opportunities to attract global knowledge-
through local high schools) based companies or organisations given the close
proximity to the CBD and strong lifestyle attributes
• Develop VET education programs related to Aquatic
Recreation at the ARC
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