Strategic Economic Growth - 2016-2021 ECONOMIC DEVELOPMENT STRATEGY & ACTION PLAN - City of Wanneroo
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Strategic
Economic
ECONOMIC DEVELOPMENT Growth
STRATEGY & ACTION PLAN 2016-2021
CITY OF WANNEROO 2
MAYOR’S MESSAGE
It is with great pleasure that I present
the City of Wanneroo’s Economic
Development Strategy (EDS) which sets
out an exciting and bold new direction
for local economic development in
the City over the next five years.
Through this Strategy we aim to solidify support These focus areas are the Neerabup Industrial Area
for local business and enhance the City’s focus which has the potential to provide 20,000 jobs;
on transformational initiatives to stimulate major advanced manufacturing and engineering which
investment, drive economic growth and diversify our build upon the existing automotive and construction
economic base. services; clean technology such as residential
solar power and agribusiness. This will provide an
A key focus of the Strategy is the creation of local
opportunity for Wanneroo to be recognised as the
jobs for local people. Currently the City has 11,600
preferred Asian region supplier.
local businesses and 53,000 local jobs. To support
our growing population we need to add another This is certainly an ambitious Strategy, however
2,800 new jobs each and every year. This is a massive by working in collaboration with key partners
economic challenge for the City. Other challenges – including adjoining local governments, state and
include the retention and optimisation of land for federal government agencies, the Wanneroo Business
employment purposes, ensuring critical transport Association, education providers, business support
infrastructure is provided to support our growing organisations and of course our business community
community including increased public and private – we are confident that these goals are attainable
investment in our region. and will bring countless benefits to the Wanneroo
community for many future years.
The Strategy outlines five key economic development
program areas: industry diversification, employment
locations; investment attraction and advocacy;
business support and workforce development; and
regional economic development. Mayor Tracey Roberts JP
In addition the City has identified four main
transformational focus areas which we will explore
to deliver strategic economic growth.
3
North Metro TAFE, Clarkson Trades North Campus 4
CONTENTS
Mayor’s Message 3
Introduction 6
Economic Snapshot 8
Economic Challenges 11
Economic Direction 12
Achieving Economic Success 13
Economic Targets & Outcomes 15
Delivering the Strategy 17
1. Economic Diversification 18
2. Develop Employment Locations 22
3. Investment Attraction & Advocacy 26
4. Business Support & Workforce
Development 30
5: Regional Economic Development 35
Implementing the Strategy 39
Appendix 1:
Business & Stakeholder Perspectives 40
Appendix 2:
Strategic Focus Areas 44
Focus Neerabup 45
Focus Advanced Manufacturing
& Engineering 47
Focus Clean Technology 49
Focus Agribusiness 51
5
INTRODUCTION
Aerial view of the Wanneroo Town Centre
The Future Wanneroo’s economic base of construction,
manufacturing and retail has adequately provided
The City of Wanneroo (the City) is WA’s the highest volume of jobs in Wanneroo over the
largest growing local government area. past decade. The ability to match the skills of the
This rapid growth will continue for local workers to areas of future demand relies on a
another 50 years and presents both City capable of creating opportunities in the areas
challenges and opportunities with of advanced manufacturing, clean technology and
respect to the creation of a suitable agribusiness. The use of technology to improve
and adequate supply of jobs. products and processes will maximise global
connectedness and competitiveness.
Competitive advantage based on better
Aggressive investment attraction strategies are
telecommunications and better transport
required in order to achieve the desired industrial
infrastructure will enable an efficient movement
and knowledge economy opportunities essential for
of goods and services.
the future.
Mission The Challenge
Every day eight new houses are built and 21 new
With a mission to ‘create a diverse range of job
residents move into the area. The population has
opportunities for residents by expanding the
doubled over the past 10 years to 195,000 people in
economic base and accessing new investment
2016 and will reach 550,000 people by 2070 which
opportunities’ the star performers of the past
is the similar to the Gold Coast population today.
(construction, manufacturing, retail) will be joined by
Economic management of this ‘boom’ in Wanneroo
the emerging sectors of clean technology,
is an once-in-a-lifetime opportunity.
agribusiness and advanced manufacturing
and engineering.
6
The population has
doubled over the past
10 years to 195,000 people
INTRODUCTION
in 2016 and will reach
550,000 people by 2070
The ‘big three’ industries in Wanneroo are The Strategy
construction, manufacturing and retail. In 20
The City’s Economic Development Strategy
years, Wanneroo will be known for its success
‘Strategic Economic Growth’ 2016-2021 sets the
in agribusiness, clean technology and advanced
direction for local economic development over the
manufacturing and engineering.
next five years. The Strategy aims to solidify support
The Opportunities for local business and enhance the City’s focus on
transformational initiatives to stimulate major
Economic growth will largely be generated in the investment (public and private), drive economic
urban centres of Yanchep, Two Rocks, Alkimos, growth and diversify our economic base.
Eglinton and the Neerabup Industrial Area (NIA). The
diversity of high value developable land within the Transformational initiatives require certain key
City presents an opportunity for creative partnerships ingredients for success. A sharp focus on strategic
and innovative investment. The timing, scale and partnerships and alliances will provide adequate and
scope of development will determine the health of well-timed funding and project initiation. The delivery
the local economy. Critical connecting infrastructure of supportive infrastructure will provide investment
will assist in the success of timed and appropriately certainty for the private sector and catalyse business
scaled investments. opportunities for Wanneroo and the greater region.
7
ECONOMIC SNAPSHOT
EMPLOYMENT GENERATION AND ECONOMIC Six major activity centres
ACTIVITY IN THE CITY CAN BE FOUND IN:
• Two secondary centres: Clarkson and Wanneroo
• Four district centres: Alexander Heights, Butler,
Girrawheen and Kingsway
• Over 30 smaller centres (local and neighbourhood)
Two major industrial areas
• Wangara (including Landsdale)
• Neerabup
Specialised industry
• Agribusiness
• Tourism
• Commercial fishing
Home-based and mobile
THE CITY OF WANNEROO’S KEY ECONOMIC
STRENGTHS AND OPPORTUNITIES INCLUDE:
LARGE & GROWING KEY STRATEGIC VIBRANT AVAILABLE &
POPULATION EMPLOYMENT EMPLOYMENT AFFORDABLE
BASE LOCATIONS CENTRES LAND
Providing businesses Well located and connected Providing an attractive Available and affordable
with a direct customer with access to other base for existing and new high quality land for both
base and local metropolitan centres, businesses to locate/relocate business and residential
workforce and the State’s north and grow growth.
8
City of Wanneroo’s Indicative Jobs Growth
NORTH-WEST SUB-REGION
!
Two Rocks North
!
! !
ECONOMIC SNAPSHOT
Yanchep & Two Rocks
• Current: 1,000 jobs
• Future: 55,000 jobs
Yanchep
!YANCHEP BE Neerabup & Surrounding
ACH
! RD Future Industrial Areas
• Current: 1,000 jobs
• Future: 30,000 Jobs
Carabooda
!
EA
INDIAN ST
Alkimos & Eglinton
• Current: minimal Alkimos
!
WA
• Future: 20,000
N NE
R
OO
!
OCEAN
Established Coastal Suburbs Nowergup BYPASS
• Current: 6,800 jobs
• Future: 8,000 jobs North
Pinjar
Neerabup
WA
N
NE
Clarkson South Pinjar
R OO
N
0 1 2 3 4 ! FLYNN DR
NEAVES
RD
kilometres
Produced by: !
GeoSpatial Planning Support
Department of Planning, WA
On behalf of:
RD
Western Australian Planning Commission
Copyright © April 2015
Wanneroo & Future
\\Nts-per\magsprojects\State_MultiRegion\ Joondalup
East Wanneroo Area
!
StructurePlans_SubRegional_NW_NE_SMP\
WorkingAreas\NorthWestSubRegional • Current: 7,200 jobs !
StructurePlan_NWSRSP\ Wanneroo
NWSRSP_Plan3_EmploymentOps_A4.mxd • Future: 15,000 jobs !
Base information supplied by:
MI
TC
Western Australian Land Information Authority
HE
LI 646-2014-3
LL
OCE
A N
Legend
MAR MION
Wangara Industrial Area
Activity Centres REEF
• Current: 12,000 jobs RD
• Future: 15,000 jobs Whitfords GNANGARA
! ! Wangara
Strategic Metropolitan ! RD
FWY
! Secondary
HEP
BU AV
! District
RN !
! !
AV
NWSRSP Zones
Southern Suburbs !
!
Existing Industrial • Current: 5,700 jobs Warwick
• Future: 6,000 jobs !
Industrial Expansion
Industrial Investigation City of Wanneroo Boundary
EMPLOYMENT OPPORTUNITIES PLAN 3
Source: Draft North West Sub Regional Planning Framework
9
Our economy is heavily reliant on the
construction, manufacturing and retail
industries and predominantly serves
the local population.
View of Mitchell Freeway extension
from Burns Beach Road
10ECONOMIC CHALLENGES
To date the City’s local economy has organically
grown and developed, responding to market forces.
Our economy is heavily reliant on the construction,
ECONOMIC CHALLENGES
manufacturing and retail industries and predominantly
serves the local population. While we have seen an
increase of 20,000 local jobs over the past 10 years1;
this growth in jobs has not kept up with the rapid
population growth that has occurred, and is forecast
to continue over the next 50 years. Our local economy
needs to evolve from the provision of mostly population
driven employment to a more diverse economic
base that offers a diverse range of employment
opportunities.
The following key challenges need to be addressed in
order for the City’s local economy to grow and evolve
into a thriving and diverse economy.
Key Economic Challenges in the City of Wanneroo
• Number of local jobs
JOBS • Diversity of local jobs - strategic versus population driven
• Business creation, attraction, retention and expansion
• Retention of land for employment purposes
LAND • Optimising land within, and development of, employment centres
• Provision of major freight and passenger transport infrastructure
INFRASTRUCTURE • Strategic transport connections
• Improved high-speed telecommunications infrastructure
• Public investment to enable the provision of strategic infrastructure
INVESTMENT • Public and private investment to develop employment centres
• Private investment for business establishment and growth
1
City of Wanneroo, Economy Profile, id Consulting, NIEIR modelled data, 2016
11ECONOMIC DIRECTION
The economic direction for the City was established In addition, extensive research and consultation has
in 2013 by our community and local businesses, been undertaken as part of the development of the
and is outlined in the City’s Strategic Community Economic Development Strategy to understand the
Plan (SCP), ‘Building a Future Together’ 2013/14 – economic context, challenges and opportunities
2022/23. The City’s Economic Development Strategy facing the City of Wanneroo. A summary of the
builds on the SCP economic direction by detailing consultation outcomes is available in Appendix 1,
five programs designed to achieve the community’s with detailed research included in a background
economic aspiration. research paper.
Economic Development Strategic Alignment
CITY OF WANNEROO
STRATEGIC COMMUNITY PLAN 2013/14-2022/23
Community Vision: “Building a Future Together”
Environment Society Economy Civic Leadership
Pillar Pillar Pillar Pillar
Economy Aspiration: “progressive, connected communities
that enable economic growth and employment”
City of Wanneroo
Economic Development Strategy
2016-20
City of Wanneroo
& City of Joondalup City of Wanneroo
City of Wanneroo
Draft Regional Tourism Strategy
Advocacy Strategy
Economic Development & Action Plan
2014
Framework 2011-2017
2015-2031
12ACHIEVING ECONOMIC SUCCESS
The City of Wanneroo has an important role to play A diverse economic base increases opportunities
in economic development through our ability to for our residents to work locally, alleviates traffic
influence and coordinate key elements that will drive congestion and other pressures, and helps support
ACHIEVING ECONOMIC SUCCESS
economic growth. Economic infrastructure is critical a balanced lifestyle of economic and social activity.
in order to attract investment for hard infrastructure
To achieve economic success the City must proactively
such as roads, rail and telecommunications facilities,
develop and engage in partnerships, advocacy and
and soft infrastructure such as business support,
investment, as well as ensure there is a supportive
education and training, advocacy and partnerships.
and efficient enabling environment.
Without the City’s involvement in economic
development, our local economy will be largely Partnerships
market driven, meaning that the provision of local Successful economic development cannot be done
employment and business services will only serve in isolation; it requires strategic partnerships and
the direct needs of the local people, such as retail, alliances working towards a common goal. This
education and basic health provision. The provision is particularly important to deliver soft economic
of strategic and knowledge based jobs – advanced infrastructure such as business support services
manufacturing, higher order professional services and workforce development; however high level
such as legal, finance, accounting and research strategic partnerships are also required to strengthen
and development through tertiary education access the City’s advocacy position, deliver hard economic
will likely progress slowly in a business as usual infrastructure in a timely manner and attract
environment. major investors.
Economic Partnerships
INTERNAL
e.g. Communications,
Libraries, Property,
Place Making
GOVERNMENT
INVESTOR BUSINESS
RELATIONS LEADERS
e.g. Large
e.g. State
influencial
Government
employers
departments
ECONOMIC
DEVELOPMENT
EDUCATION
& TRAINING REGIONAL
PROVIDERS ALLIANCES
e.g. Tri-cities
e.g. Universities, partners, other
training local governments
organisations
GOVERNMENT
BUSINESS
INVESTOR
SUPPORT
RELATIONS
PROVIDERS
Wanneroo Business
e.g. Wanneroo
Association
Business
Association
13Advocacy Investment
Economic advocacy is focused on two different Attracting major public and private investment into
aspects: the City is critical to achieving economic success.
Internal advocacy: to ensure all City staff understand The City can directly and indirectly influence where
the need and importance of economic development stakeholders choose to invest through:
and their role in contributing to local economic • Strategic economic marketing to ensure investors
success. know who we are, what we are offering and why
they must invest here.
External advocacy: to ensure the major economic
priorities for the City and region are known, • Strong relationships and networks, especially with
understood and prioritised by decision makers – both investor relations brokers, such as the Department
public and private. of State Development.
• Supportive and efficient internal processes and
With regard to external advocacy, three out of four
procedures.
of the City’s major advocacy priorities directly relate
to economic development. The final pillar ‘reserves’ Enabling Environment
is also critical as it assists with the economic health of
individuals and communities. For strategic economic growth and diversity to occur
within the City of Wanneroo a strong enabling
Roads: Delivery of major regional roads transport environment which supports business establishment,
infrastructure growth and investment is critical. Four components
Rail: Expansion of the northern suburbs rail network of the local enabling environment were identified,
which require continual focus and attention to
Region: Collaborative planning for major regional
ensure operational efficiency: internal and external
economic growth, including agribusiness
advocacy, internal process improvement, hard and soft
Reserves: Reservation and acquisition of land for infrastructure provision.
active regional open space.
Hard Economic
(Infrastructure
– Communication
Technology
/Roads/Rail)
Internal & External ENABLING Streamlined
Advocacy ENVIRONMENT & Efficient
Internal Processes
Soft Infrastructure
(Business
support services;
Partnerships)
14ECONOMIC TARGETS & OUTCOMES
Economic Targets
To support our growing population and achieve our economic objectives, the City is
ECONOMIC TARGETS & OUTCOMES
working towards achieving the following targets:
2016 2031
97,000 Employed Residents 157,000
53,000 Local Jobs 96,000
45% Employment Self Sufficiency (Region) 60%
1,600 New Jobs per Year 2,800
4 Employees per Business 5/6
27% Non-Residential Buildings Approvals 40%
Desired Outcomes
The City’s SCP identifies the following four desired economic outcomes. In addition, the City is
also focused on strategic economic diversification in the areas of advanced manufacturing and
engineering, clean technology and agribusiness.
Our residents can choose to WORK LOCALLY and reduce
the impact of travel time on family life.
Our community is a PREFERRED PLACE FOR BUSINESS
to locate and grow.
Our community is WELL CONNECTED AND ACCESSIBLE
with an integrated transport approach for all.
Our community and businesses have access to the right INFORMATION,
EDUCATION AND TECHNOLOGY they need to be successful.
15Enterprise House, Wanneroo 16
DELIVERING THE STRATEGY
The City has identified five economic
delivery programs that will be
implemented between 2016 and 2021.
These programs have been identified based on
economic priorities established in the City’s Strategic
Community Plan and input received from local
residents, the business community, stakeholders,
City staff and Elected Members
(refer to Appendix 1).
Economic Development Programs
PROGRAM 1: Supporting the growth and development of existing
Industry Diversification industries as well as diversifying our industry base
PROGRAM 2: Employment land reservation, acquisition and development
Employment Locations to intensify employment centres within the City
PROGRAM 3: Promotion, marketing and advocacy to attract strategic
Investment Attraction & Advocacy investment and deliver critical economic infrastructure
PROGRAM 4: Local services, facilities, education and training opportunities
Business Support & Workforce to assist business establishment, growth and workforce
development
Development
PROGRAM5:5:
PROGRAM Developing and strengthening regional partnerships
to collaboratively increase and maximise the region’s
InternalEconomic
Regional BusinessDevelopment
Improvement economic competitiveness.
17PROGRAM 1:
INDUSTRY DIVERSIFICATION
We want to support the growth and What will this mean for the City?
development of existing industries, as • Mechanisms are in place to review and monitor
well as diversify our industry base to industry trends
ensure economic resilience. • Ability to maximise future industry growth
opportunities
The City of Wanneroo has a solid industry base • Continued growth and development of our
which has seen strong growth over the past decade. tourism industry
However the City’s economy is still heavily reliant on • Ability to identify and support specialist
construction, manufacturing and retail, which are industry precincts
our three most dominant industries. This program • Ability to influence and develop robust and
will ensure the City supports and takes advantage of resilient industries
opportunities to strengthen, grow and diversify our
local industries with a particular focus on advanced
manufacturing and engineering, clean technology
and agribusiness.
What is the City’s current position?
CONSTRUCTION IS OUR RETAIL IS OUR 3RD
LARGEST INDUSTRY LARGEST INDUSTRY
10,300 jobs and $1.8 billion 6,000 jobs and $403 million
value added value added
MANUFACTURING IS OUR 54% LOCAL PRODUCTIVITY
2ND LARGEST INDUSTRY COMES FROM 3 MAIN
6,300 jobs and $625 million INDUSTRIES
value added
City of Wanneroo Economic Profile,
id Consulting, NIEIR modelling 2014/15
18MILLIONS MILLIONS
0
400
800
1,200
1,600
1,800
0
2,000
4,000
6,000
8,000
Construction Construction
JOBS BY GROWTH
Education & Training Manufacturing
JOBS GROWTH
INDUSTRY
Manufacturing Retail Trade
TO THE LOCAL ECONOMY
Education & Training
Retail Trade
BY2001-2014
Wholesale Trade
Health Care & Social Assistance
TOP 10 INDUSTRIES BY VALUE ADDED
Health Care & Social Assistance
INDUSTRY 2001-2014
Accommodation & Food Services
Agriculture, Forestry & Fishing
Professional, Scientific & Technical
TOP 10 INDUSTRIES BY VALUE ADDED TO THE LOCAL ECONOMY
Transport, Postal & Warehousing
Public Administration & Safety
Professional, Scientific & Technical
Wholesale Trade
2015
2001
Administration & Support
Transport, Postal & Warehousing
Other
Source: City of Wanneroo, Economic Profile, ID Consulting, NIEIR modelling 2014-2015
Other
Source: City of Wanneroo, Economic Profile, ID Consulting, NIEIR modelling 2015
19
DELIVERING THE STRATEGYPROGRAM 1: INDUSTRY DIVERSIFICATION
Responsibility Start Year
1.1 Clean Technology
The City of Wanneroo has an opportunity to become a local government leader in clean technology by establishing partnerships
to trial new grid and off-the-grid technologies such as solar and waste to energy.
a) Actively work with industry to explore waste to energy opportunities. Manager Advocacy & 2017/18
Economic Development
b) Increase awareness of business benefits of clean technology. Manager Advocacy & 2018/19
Economic Development
1.2 Agribusiness & Aquaculture
There are strategic opportunities for the City to identify, protect and support high-value (intensive) production precincts for
agriculture and aquaculture in the City of Wanneroo.
a) Develop a concept plan for Agri-precincts in the City of Wanneroo, in line with the Draft Manager Advocacy & 2016/17
State Planning Policy 2.5 – Rural Planning Policy. Economic Development
b) Investigate the development of agri-precincts (including viable agricultural land and suitable Manager Advocacy & 2016/17
crop types) in the City of Wanneroo and the allocation of additional water resources for Economic Development
agricultural purposes.
c) Investigate the business opportunity for an Open Ocean Aquaculture Trial off Two Rocks Manager Advocacy & 2017/18
Marina, in conjunction with the Department of Fisheries and other stakeholders. Economic Development
d) Explore linkages between tourism and agribusiness in the City of Wanneroo. Manager Advocacy & 2018/19
Economic Development
1.3 Advanced Manufacturing & Engineering
The City of Wanneroo has an opportunity to become a centre of manufacturing and engineering excellence and innovation
through building on the existing automotive and construction services to attract synergistic technical
small businesses.
a) Develop a market intelligence report on advanced manufacturing and engineering Manager Advocacy & 2016/17
opportunities and trial projects in the City of Wanneroo. Economic Development
1.4 Tourism
The City’s coastline, agricultural and rural areas provide an opportunity to develop strategic tourism precincts.
a) Undertake a tourism land use review, including the potential for agricultural tourism Manager Advocacy & 2016/17
precincts, coastal nodes and iconic tourism attractions. Economic Development
b) Build partnerships with key tourism businesses and organisations operating in the City, to Manager Advocacy & 2017/18
maximise strategic tourism opportunities. Economic Development
c) Undertake market research to consider potential tourism park opportunities for the Quinns Operations Manager 2016/17
Beach Caravan Park redevelopment. Business & Finance
d) Improve tourism and destination signage (directional signage, entry signage and existing Manager Advocacy & 2016/17
branded tourism signage) throughout the City, including: Economic Development
• Establish entry statement signage for the City (with Assets)
• Investigate the Sunset Coast Tourist Trail signage.
e) Facilitate and/or seek opportunities to build capacity of existing tourism businesses and Manager Advocacy & 2018/19
encourage investment and establishment of new attractions and activities. Including: Economic Development
• Review of aboriginal tourism product, experiences and attractions
• Review potential for improvements to existing tourism trails, drives etc.
• Build relationships with key tourism stakeholders and seek opportunities to engage,
understand and influence
• Work closely with Barbagallo Raceway to increase tourism opportunity and economic
outcomes for the City.
20FOCUS
Advanced Manufacturing
DELIVERING THE STRATEGY
& Engineering
As Wangara Industrial Area continues to mature and
Neerabup Industrial Area develops, the expansion
of Barbagallo Raceway presents an opportunity
build upon the existing automotive and construction
services to attract synergistic technical businesses
to Wanneroo. With the aim to become a centre
of manufacturing and engineering excellence and
innovation. (Further details in Appendix 2)
V8 Super Cars at Barbagallo Raceway
FOCUS
Clean Technology
Renewable energy provided 13% of Australia’s electricity in
2014, and one of the constant performers is residential solar,
with many Wanneroo-based companies participating in this
market. The City has a great opportunity to take a leadership
role in advocating for further development in the industry as it
has some of the largest remaining Greenfield sites in the Perth
metropolitan area. In addition the aggregation of residential
and commercial sites within emerging activity centres offers an
opportunity to trial new grid and off-the-grid technologies.
(Further details in Appendix 2)
Solar Power Station
FOCUS
Agribusiness
The City of Wanneroo has long been known as a hub for
high quality agricultural produce with a history dating back
to 1844 when the first farm was established. The strategic
opportunity for Wanneroo is to continue along the path
of being recognised as the ‘preferred Asian region supplier
of premium quality produce’. With over 2,500 hectares
of high producing rural resource and general rural land in
Carabooda and Nowergup, links to new research partners
and industry innovations will further consolidate the
importance of Wanneroo’s agriculturally productive land
and value to WA. (Further details in Appendix 2)
Benara Nurseries, Carabooda
21PROGRAM 2:
EMPLOYMENT LOCATIONS
We want to ensure there is sufficient, What will this mean for the City?
good quality, well maintained and • There is certainty on the amount and type of
identifiable employment areas in the employment land required
City, now and into the future. • Mechanisms are in place to protect and retain
employment land
The City of Wanneroo has almost 100 existing, • Future employment areas and land for specialist
developing or proposed employment locations, precincts are identified
ranging from local centres through to strategic
• A holistic approach to planning for strategic
commercial and industrial hubs. This includes the
employment land is in place
major centres of Yanchep, Alkimos, Clarkson and
Wanneroo plus Wangara and Neerabup Industrial • The City is in the position to acquire strategic
Areas. The City needs to optimise the potential of employment land parcels
each employment location to ensure there is an
• Major employment areas are well branded,
adequate provision and range of local jobs to cater for
identifiable and buzzing with activity
our existing and future requirements. This program
will ensure adequate land is reserved, developed and
maintained for employment purposes to meet the
needs of our growing population and industries.
What is the City’s current position?
1,730HA x7
INDUSTRIAL LAND
(17% OF PERTH’S ICONIC TOURISM LOCATIONS
INDUSTRIAL LAND) AND ATTRACTIONS
x6 2,481HA
MAJOR ACTIVITY CENTRES
x30 POTENTIAL FUTURE INDUSTRIAL
LAND IS UNDER INVESTIGATION
SMALLER ACTIVITY CENTRES
22This program will ensure adequate
land is reserved, developed and
maintained for employment purposes
DELIVERING THE STRATEGY
to meet the needs of growing our
population and industries.
LAND AREA BY TYPE IN THE CITY OF WANNEROO
LAND AREA BY TYPE IN THE CITY OF WANEROO
365Km2
400 (53%)
300
199Km2
(29%)
200
102Km2
(15%)
100
17Km2
(3%)
0
Regional Urban Rural Industrial
Reserves
JOBS BY MAJOR EMPLOYMENT CENTRES
JOBS BY MAJOR EMPLOYMENT CENTRES
INDUSTRIAL
Wangara Industrial Area
AREAS
Neerabup Industrial Area
Clarkson Secondary Centre
COMMERCIAL CENTRES
Wanneroo Secondary Centre
Kingsway Shopping Centre
Butler Town Centre
Alexander Heights Shopping Centre
Girrawheen Shopping Centre
Work from Home
JOBS 0 5000 10000 15000
Source: City of Wanneroo, Economic Profile, ID Consulting, ABS Census 2011
23PROGRAM 2: EMPLOYMENT LOCATIONS Responsibility Start Year
2.1 City Wide Requirements
a) Prepare an Employment Land Needs and Capacity Assessment to: Manager Advocacy & 2016/17
• Determine what amount and type of land is required to meet Economic Development
employment self-sufficiency targets and investigate ways
to protect it
• Investigate and identify potential future employment areas and
specialist precincts, including future industrial land, aviation land,
tourism precincts, agricultural precincts, specialist industry precincts
and highway/buffer precincts
• Investigate ways to protect employment land, including using
interim land uses, allowing for suitable adjacent uses and
appropriate buffers.
b) Review Local Planning Policy 3.6 - Employment Policy to have Manager City Growth 2017/18
a focus on retention of employment land to meet the City’s
employment self-sufficiency target.
c) Investigate opportunities and requirements for the City to identify, Manager City Growth 2018/19
acquire and optimise the use of strategic employment land parcels.
2.2 Industrial Areas
The City of Wanneroo has the vast majority of industrial land located in Perth’s North-West Sub-Region. This
industrial land is critically important for the region to provide substantial and diverse local employment opportunities.
The planning, development, redevelopment and activation of these areas is vital if the City, and region, is going to
achieve the 60% employment self-sufficiency target.
a) Conduct a review of land use permissibility in industrial zones to Manager City Growth 2017/18
facilitate economic development.
2.2.1. Neerabup Industrial Area
b) Develop a Project Management Plan for Neerabup. Project Manager 2016/17
Neerabup
c) Develop an integrated economic plan for Neerabup Industrial Area Manager Advocacy & 2016/17
to set a vision and drive economic opportunities for the entire area. Economic Development
d) Develop an Inward Investment Strategy for Neerabup. Project Manager 2016/17
Neerabup
e) Implementation of the Neerabup Project Plan. Project Manager 2017/18
Neerabup
f) Investigate the feasibility of an industrial incubator and innovation Manager Advocacy & 2018/19
centre in Neerabup Industrial Area. Economic Development
g) Investigate the feasibility of early delivery of the eastern extension Manager Advocacy & 2018/19
to Flynn Drive from Old Yanchep Road through to Neaves Road. Economic Development
2.2.2 Wangara Industrial Area
h) Review the market positioning of Wangara Industrial Area as Manager Advocacy & 2019/20
an investment attraction destination and investigate future Economic Development
redevelopment opportunities.
i) Investigate future strategic economic opportunities for the City’s Manager Advocacy & 2017/18
Wangara Recycling Centre land. Economic Development
24PROGRAM 2: EMPLOYMENT LOCATIONS Responsibility Start Year
2.3 Commercial Centres & Coastal Nodes
With the rapid population growth along the coastal strip, the City of Wanneroo will explore opportunities to
maximise the economic potential of major growth centres and coastal nodes in the City.
a) Review the economic development components of the Alkimos/ Manager City Growth 2016/17
Eglinton and Yanchep/Two Rocks District Structure Plans to ensure
accurate reflection of the activity centres hierarchy and requirements
to achieve the 60% employment self-sufficiency target.
DELIVERING THE STRATEGY
b) Investigate the removal or amendment of the mixed use zone in the Manager City Growth 2018/19
City’s District Planning Scheme 2 to improve the allowable mix of
business uses compared to residential uses.
c) Work in partnership with State Government and developers to Manager Advocacy & 2018/19
investigate the need for designated tourism precincts and asset Economic Development
uplift in key coastal nodes.
d) Investigate mechanisms and opportunities to revitalise existing Manager Advocacy & 2018/19
centres within the City of Wanneroo, using Koondoola Economic Development
Neighbourhood Centre as a case study.
Aerial view of Neerabup
Industrial Area
FOCUS
Neerabup Industrial Area
The emerging Neerabup Industrial Area (NIA) is projected to employ in excess of 20,000 people at full
capacity and will contribute significantly towards achieving State targets for local employment. The
estate is 1,005ha which is almost one and a half times the size of Wangara Industrial Area.
The City of Wanneroo owns 160 hectares of land in NIA and Council, at its meeting on 18
August 2015, agreed to proceed with developing the City’s landholdings with a focus on strategic
employment opportunities. This is critical given the large and rapidly growing population in our region
(Cities of Wanneroo and Joondalup), which is currently 360,000 people, with projections estimating
530,000 people by 2036 and an ultimate population of approximately 750,000 people (~ 2070).
25PROGRAM 3:
INVESTMENT ATTRACTION
& ADVOCACY
We want to create a strong and What will this mean for the City?
recognised economic position, • Renowned economic brand and reputation
supported by the timely provision of • Consistent and coordinated economic marketing
infrastructure through advocacy and and promotion
investment. • Strategic economic sponsorship
• Ability to attract major and catalytic businesses
• Ability to attract national and international
The City of Wanneroo’s economic position and investment
reputation is dependent on the ability to attract • Coordinated and proactive advocacy campaign
investment and business opportunities. Transport and • Ability to target emerging strategic industries
telecommunications infrastructure efficiencies have • Effective planning and delivery of hard economic
a positive impact on our economic competitiveness infrastructure
and serve to increase our capacity to attract business,
investment and workers. This program will enable the
City to develop our strategic economic position and
focus on establishing the City as a major economic
anchor.
What is the City’s current position?
$6.53 BILLION GRP 11.4 KM
2.4% of WA’s GSP PASSENGER RAIL
(13.6km expansion required)
1,584 KM $900 MILLION
NON-RESIDENTIAL BUILDING
ROADS (2015)
APPROVALS (2010 - 2015)
City of Wanneroo, 2016, Economic Profile, id Consulting,
NIEIR modelling
Australian Bureau of Statistics, 2015, Building Approvals
Australia, Catalogue 8731.0
26ECONOMIC MEASURES FOR ALL INDUSTRIES IN THE CITY OF WANNEROO 2014/15
60,000 8%
DELIVERING THE STRATEGY
50,000
6%
40,000
30,000 4%
20,000
2%
10,000
0 0%
Employment (total)
Employment (FTE)
Output/Total Sales ($m)
Value add ($m)
Exports ($m)
Exports (domestic) ($m)
Exports (international) ($m)
Imports ($m)
Imports (domestic) ($m)
Imports (international) ($m)
Local Sales ($m)
City of Wanneroo
City of Wanneroo as a % of Perth statistical division
Source: City of Wanneroo, 2016, Economic Profile, id Consulting, NIEIR modelling
NON-RESIDENTIAL BUILDING APPLICATIONS APPROVED (JULY 2011-MARCH 2014)
Million
$200 300
250
Building Applications Received
$160
Development Value
200
$120
150
$80
100
$40
50
0 0
Industrial
Commercial
Retail
Education
Infrastructure
Land Development
Value of Building Applications
Number of Building Applications Received
Source: City of Wanneroo, Approvals Records, 2014
Robust industrial and
commercial approvals
27PROGRAM 3: INVESTMENT ATTRACTION & ADVOCACY
Responsibility Start Year
3.1 Strategic economic marketing
a) Develop a strategic economic marketing program for Manager Advocacy & 2018/19
the City of Wanneroo, including the promotion of key Economic Development
employment locations and specialist industry precincts.
b) Investigate the potential for a City of Wanneroo Manager Advocacy & 2019/20
strategic economic sponsorship program. Economic Development
c) Showcase best practice, innovation and technology Manager Advocacy & 2018/19
in local industries and business through case studies, Economic Development
networking events, business forums and other similar
initiatives.
d) Investigate the development of iconic business Manager Advocacy & 2018/19
attractions and events. Economic Development
e) Improve and enhance tourism marketing and Manager Advocacy & 2016/17
promotional activities to maximise visitation to the City Economic Development
through:
• Production of a City of Wanneroo Visitor Guide
• Investigate feasibility of developing a visitor website for
the City
• Continue to build a local image library (including
activities such as Photography Competition)
• Investigate potential visitor tour itineraries within the
City of Wanneroo, such as food tourism.
3.2 Investment attraction
a) Identify and partner with key stakeholders including Manager Advocacy & 2016/17
government, industry and developers to attract Economic Development
economic investment.
b) Develop a local investment attraction package. Manager Advocacy & 2017/18
Economic Development
c) Investigate mechanisms and opportunities to attract Manager Advocacy & 2016/17
and encourage employers, entrepreneurs and Economic Development
businesses to establish in the City of Wanneroo.
d) Identify and target strategic, knowledge intensive Manager Advocacy & 2018/19
and catalytic businesses to establish in the City of Economic Development
Wanneroo.
3.3 Strategic economic advocacy
a) Manage and coordinate the City’s advocacy campaign. Manager Advocacy & 2016/17
Economic Development
b) Strengthen the Tri-cities Alliance between the Cities Manager Advocacy & 2016/17
of Wanneroo, Joondalup and Stirling to promote Economic Development
economic development and job creation in the region
through an integrated approach to infrastructure,
tourism, employment, transport and innovation
challenges.
c) Establish a Business Leaders Forum to enable the City Manager Advocacy & 2016/17
to partner with major strategic businesses in the City Economic Development
to jointly advocate for the regional economic priorities.
28DELIVERING THE STRATEGY
l Centre
Cultura
ry and
roo Libra
Wanne
TOURISM INVESTMENT & VISITOR ATTRACTION
The City undertakes a number of activities each year to promote the destination,
support local tourism business and attract new ventures to the area. The Visitor Guide
is an example of a project that focuses on local attractions and includes a free business
directory with information on local accommodation, restaurants, activities and produce.
This publication is available across a number of Visitor Centres, all of the City’s libraries,
as well as online. The City continues to review and select other appropriate media
outlets, activities and events to raise awareness of the area as a day trip destination.
29PROGRAM 4:
BUSINESS SUPPORT &
WORKFORCE DEVELOPMENT
We want to support our local What will this mean for the City?
businesses and workforce through • Local business support services
the provision of services, facilities, • Local business events and networking
education and training to assist their • Targeted business training opportunities
growth and development. • Access to a range of facilities that support local
business development
• Partnerships to identify and address business related
Local businesses are a critical component of, and issues and opportunities
major contributor to, the strength of the local • Collaborative approach to delivering targeted
economy. They provide employment opportunities, education and training programs
service our growing residential population, build our • Skills within our local labour force meet local
economy and help to create strong communities by business requirements
sustaining vibrant city centres and thriving industrial
areas. This program will ensure our local businesses
and workforce have access to local services, facilities,
education and training opportunities to assist their
growth and development.
What is the City’s current position?
53,000 JOBS 4.6
11,600 BUSINESSES EMPLOYEES PER BUSINESS
3.5% WA’s jobs
39% 207
OF OUR RESIDENTS ARE NEW BUSINESSES PER YEAR
EMPLOYED LOCALLY (2009-2015 average)
Australian Bureau of Statistics, 2011, Census of Population and Housing
City of Wanneroo, 2016, Economic Profile, id Consulting, NIEIR modelling
30REGISTERED BUSINESSES COMPARED TO EMPLOYEES
11,600 4.5
DELIVERING THE STRATEGY
11,400
11,200 4.0
Jobs per Business (average)
11,000
Registered Businesses
3.5
10,800
10,600
3.0
10,400
10,200 2.5
10,000
9,800 2.0
2009 2010 2011 2012 2013 2014 2015
Registered Businesses
Employees (Total) per Business
Source: City of Wanneroo 2016 Economy Profile,
Employees (FTE) per Business ID Consulting, NIEIR modelling ABS cat. 8165 & NIEIR
JOBS (FTE) IN THE CITY OF WANNEROO
100,000
80,000
60,000
40,000
20,000
0
TARGET 2031
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Source: City of Wanneroo, 2016,
Economic Profile, ID Consulting, NIEIR
31PROGRAM 4: BUSINESS SUPPORT & WORKFORCE DEVELOPMENT
Responsibility Start Year
4.1 Local business services, training and facilities
There is a vast range of local business support services available in the City of Wanneroo. Rather than duplicate
these services, the City’s focus will be on supporting and promoting those organisations, rather than provision of
services.
a) Support stakeholders in the delivery of services, Manager Advocacy & 2016/17
events, training and other opportunities available to Economic Development
local businesses through promotion of their services
and participation in project based initiatives. Existing
partnerships (formal and informal) include:
• Wanneroo Business Association
• Business Station
• North Metropolitan TAFE
• Edith Cowan University.
b) Investigate and implement opportunities to increase Manager Advocacy & 2016/17
the use of City of Wanneroo facilities to provide local Economic Development
business services and training throughout all wards.
This includes, but is not limited to:
• Enterprise House, Wanneroo – business co-working
space
• Libraries
• Community Centres
• Place strengthening hubs.
c) Collaborate with key stakeholders to provide and Manager Advocacy & 2018/19
promote education and training opportunities that Economic Development
match local career paths.
4.2 Business engagement
a) Review and implement a regular communications Manager Advocacy & 2016/17
program with local businesses and stakeholders, Economic Development
including, but not limited to:
• Business & Tourism e-Newsletter
• Mobile app for business to business communication
• Review and update of ‘business’ section of the City of
Wanneroo website.
32PROGRAM 4: BUSINESS SUPPORT & WORKFORCE DEVELOPMENT
b) Facilitate, participate in and develop partnerships Manager Advocacy & 2016/17
to identify and address business related issues and Economic Development
DELIVERING THE STRATEGY
opportunities, including but not limited to security and
signage.
c) Develop and roll out a new business welcome pack Manager Advocacy & 2017/18
(potentially electronic), in conjunction with the Economic Development
Wanneroo Business Association.
4.3 Internal Process Improvements
a) Review regulatory development requirements, and Manager Approvals 2016/17
internal processes associated with these, to provide
for greater responsiveness to business needs, including
the potential for fast-track strategic approvals and pre-
approvals.
b) As part of the review of signage policies include Manager Approvals 2016/17
a review of tourism and related signage to clarify
requirements and procedures.
c) Review the City of Wanneroo’s external events Manager 2018/19
approvals process to increase the focus on economic Communications,
and tourism outcomes for the community. Marketing & Events
33Official signing of the Wanneroo Business
Association Sponsorship Agreement
Wanneroo Business Awards Wanneroo Business Awards
MAJOR PARTNERSHIP
Official Sponsor of the Wanneroo Business Association
As of 26 August 2015 the City of Wanneroo is the ‘Official Sponsor’ of the Wanneroo
Business Association. This is a three year agreement to cement the strong and ongoing
partnership between both organisations in supporting local businesses, and facilitate great
business growth opportunities within and around the Wanneroo region. This is a significant
milestone for both organisations, transitioning from a dependent funding relationship to
an independent, mutually-beneficial partnership. The common goal of ‘local jobs for local
people’ is central to the relationship.
34PROGRAM 5:
REGIONAL ECONOMIC
DEVELOPMENT
We want to continually collaborate What will this mean for the City?
with the City of Joondalup and other • Shared framework for regional economic
key stakeholders to maximise the development
DELIVERING THE STRATEGY
region’s economic competitiveness. • Shared resources to achieve regional economic
outcomes
Our region is increasingly competing with other • Agreed regional economic priorities
areas in Perth, Western Australia, interstate and
• Ongoing collaboration, partnerships and support
internationally for economic investment and jobs
amongst key stakeholders
growth. It is important that we maximise our regional
competitiveness, enhance our business environment • Joint advocacy for regional economic infrastructure
and provide more opportunities for people to
• Strong regional economic competitiveness
work close to home. This program focuses on
developing and strengthening regional partnerships
to collaboratively increase and maximise the region’s
economic competitiveness. The strength of health and
education services in Joondalup enhances the regional
economic development attractiveness.
What is the Region’s current position?
DRAFT
REGIONAL ECONOMIC 192,000
DEVELOPMENT FRAMEWORK EMPLOYED RESIDENTS
2015-2031
106,000
JOBS $12.38 BILLION
24,000 GROSS REGIONAL PRODUCT
BUSINESSES
City of Wanneroo, 2016, Economic Profile, id Consulting,
NIEIR modelling
35THE REGION
TOP 5 INDUSTRIES VALUE-ADDED
1 CONSTRUCTION
$1,621M (17%)
2 RETAIL
$1,148M (12%)
3 HEALTH CARE & SOCIAL ASSISTANCE
$1,009M (10%)
4 EDUCATION & TRAINING
$964M (10%)
5 MANUFACTURING
$909M (9%)
Data: City of Wanneroo, 2016, Economic Profile, id Consulting, NIEIR modelling
TOP 5 INDUSTRIES BUSINESS NUMBERS
1 CONSTRUCTION
7,710 BUSINESSES (31%)
2 PROFESSIONAL, SCIENTIFIC & TECHNICAL SERVICES
2,947 BUSINESSES (12%)
3 RENTAL, HIRING & REAL ESTATE
1,961 BUSINESSES (8%)
4 FINANCIAL & INSURANCE
1,767 BUSINESSES (7%)
5 TRANSPORT, POSTAL & WAREHOUSING
1,556 BUSINESSES (6%)
Data: Australian Bureau of Statistics, 2015, Count of Australian Business Numbers, Catalogue 8165
TOP 5 INDUSTRIES EMPLOYEE (FTE NUMBERS)
1 CONSTRUCTION
14,472 EMPLOYEES (17%)
2 EDUCATION & TRAINING
12,242 EMPLOYEES (15%)
3 RETAIL
12,152 EMPLOYEES (15%)
4 HEALTH CARE/SOCIAL ASSISTANCE
8,179 EMPLOYEES (10%)
5 MANUFACTURING
4,788 EMPLOYEES (6%)
Data: City of Wanneroo, 2016, Economic Profile, id Consulting, NIEIR modelling
36Our region is
DELIVERING THE STRATEGY
increasingly
competing with
other areas in Perth,
WA, interstate and
internationally for
economic investment
and jobs growth.
PROGRAM 5: REGIONAL ECONOMIC DEVELOPMENT
Responsibility Start Year
5.1 Strengthening regional partnerships
a) Further develop partnerships to deliver regional and Manager Advocacy & 2018/19
local economic projects. Economic Development
b) Work with Tri-Cities Alliance and other strategic Manager Advocacy & 2016/17
partners to advocate for priority projects within the Economic Development
City of Wanneroo and broader region, as part of the
City’s advocacy campaigns.
c) Finalise and begin implementation of the Regional Manager Advocacy & 2017/18
Economic Development Framework. Economic Development
5.2 Strengthening regional tourism
a) Develop and distribute regional destination Manager Advocacy & 2016/17
marketing including, but not limited to, City of Economic Development
Joondalup, City of Stirling, Experience Perth and
other stakeholders
b) Investigate opportunities to work with Experience Manager Advocacy & 2017/18
Perth and other stakeholders on promotion of the Economic Development
region to intrastate, interstate and international
visitors.
37TRI-CITIES ALLIANCE
The Tri-Cities Alliance is an agreement
between the Cities of Wanneroo, Stirling
and Joondalup, aiming to promote
economic development and job creation in
the region through an integrated approach
to infrastructure, tourism, employment,
transport and innovation challenges. The
northern growth corridor, taking in the
Cities of Joondalup, Stirling and Wanneroo,
accounts for 29% of Perth’s entire
population.
Canberra Tri-Cities Advocacy Campaign Visit, 2015
Community Cabinet Meeting, City of Wanneroo, 2015
38IMPLEMENTING THE STRATEGY
The City’s Economic Development Strategy and Action Plan ‘2016-2021’
will be implemented in partnership with State and Federal Government,
business, industry and supporting partners across the City.
IMPLEMENTING THE STRATEGY
The Strategy will be underpinned by an annual Service Unit Plan which will be reviewed and
updated to align with the City’s corporate business planning and budgeting process.
The Strategy will have significant impact on the growth and development of the City. The City’s
Advocacy and Economic Development Team will have primary ownership of this Strategy; however
expertise and resources from other service units within the City will be drawn upon to complete
actions on an ongoing basis. The City’s business community will be engaged at a partnership level
to ensure effective collaboration for the Strategy’s development and commitment to the delivery of
the strategic agenda going forward.
To inform the City’s Economic Development Strategy, input has been gathered from:
ECONOMIC DEVELOPMENT STRATEGY AND ACTION PLAN
DELIVERY MECHANISMS
Partnerships, advocacy, investment and business
focused enabling environment
SERVICE UNIT PLAN
(aligned with Corporate Business Plan
& annual budgeting processes)
MEASURES
Progress against five economic development programs
Progress against targets
REVIEW
A mid-term review of the Economic Development
Strategy will be undertaken
39APPENDIX 1
BUSINESS & STAKEHOLDER
PERSPECTIVES
• Local businesses
• Key stakeholders, including government, education
institutions, developers and business service
providers
• Internal staff
• Business and Tourism Development Working Group
Members, including nominated elected members,
executive staff and business representatives.
The information below is a summarised version of the
input received.
CITY OF WANNEROO WANNEROO CITY OF WANNEROO CITY OF WANNEROO CITY OF WANNEROO
BUSINESS ECONOMIC ECONOMIC ECONOMIC
ASSOCIATION DEVELOPMENT DEVELOPMENT DEVELOPMENT
STRATEGY STRATEGY STRATEGY
Business Members Forum Staff Workshop Targeted Business & Tourism
Perceptions Survey 80 participants 3 September 2014 Stakeholder Survey Development
101 respondents 29 January 2014 15 respondents Working Group
April 2012 October 2014 29 October 2014
2012 2013 2014
CITY OF WANNEROO CITY OF WANNEROO CITY OF WANNEROO WANNEROO BUSINESS
LOCAL PLANNING BIENNIAL ECONOMIC ASSOCIATION ECONOMIC
STRATEGY CONSULTATION DEVELOPMENT DEVELOPMENT
STRATEGY STRATEGY
Staff Workshops Business Business Survey Board Feedback
April - July 2013 Perceptions Survey 343 respondents Session
116 respondents October 2014 22 October 2014
June 2014
40Summary of Business Input
APPENDIX 1
LIKES DISLIKES
1. Lifestyle 1. Poor transport & electronic infrastructure
2. Able to work close to home 2. Distance to key business locations – CBD/airport
3. Great location 3. Lack of amenities & street appeal in business areas
4. Good schools and retail amenities 4. Poor safety & security
5. Lack of business services
6. City of Wanneroo services, processes & red tape
BUSINESS OPINIONS
TOP 6 SUGGESTED IMPROVEMENTS WHAT THE CITY OF WANNEROO CAN DO
1. Provide and promote services 1. Provide more business services
2. Improve transport access & reduce congestion 2. Provide local business advertising opportunities
3. Improve internet & mobile communications 3. Buy & use local business services
4. Provide local advertising opportunities 4. Improve street appeal in employment areas
5. Extend the freeway 5. Provide clear and consistent regulations
6. Better security & CCTV (closed circuit television)
POPULATION GROWTH LIFESTYLE
• Significant new residential construction • Great work/life balance – employment nodes close
and development to residential areas
• Large and expanding customer base and • Quality of local amenities – proximity to schools,
local workforce coast, parks, retail and service needs
WHY DO BUSINESSES CHOOSE
THE CITY OF WANNEROO?
LAND AVAILABILITY BUSINESS & INVESTMENT
• Residential OPPORTUNITIES
• Commercial
• Great location – close to suppliers, easy access to
• Industrial transport routes and the north of WA
• Increasing demand for local businesses to support
the growing population
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