GREATER FOR GREATER SYDNEY - INSIGHTS INTO NSW PLANNING REFORM - Place Design Group
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
2020
GREATER
CERTAINTY FOR GREATER SYDNEY
INSIGHTS INTO NSW PLANNING REFORM
Acknowledgement
of Country
The UDIA of New South Wales, Place
Design Group and all associated Councils
of the Greater Sydney Region would like to
acknowledge the Traditional Owners, the
Gadigal People of the Eora Nation, and pay
Contents
respect to Elders both past, present and future.
Executive Summary
What is LSPS and why is it important?
The Local Strategic Planning Statement preparation process
was a two year journey for NSW local governments, beginning
in 2018 and has now come to a close for the Greater Sydney EXECUTIVE SUMMARY 02
metropolitan region. 01 A PROVOCATION 05
The LSPSs were designed to provide a 20-year vision for 02 AN EVOLVING FRAMEWORK 06
land-use in a local areas, demonstrating how change will be
03 TRENDS 08
managed including the areas to be protected & improved. The
promise is that these will underpin how development controls 04 STATISTICS AND SENTIMENTS 10
in Local Environment Plans (LEPs) evolve and create greater
05 THE LGA EXPERIENCE 15
local involvement and “buy-in” for the future growth of Sydney.
The hope is that the statements will provide a clear playbook 06 EMERGING IDEAS 26
for implementing each Council’s own priorities which is lined up 07 JUST ONE MORE THING... 36
with the Greater Sydney Region Plan and the relevant District
Plan. 08 THE WAY FORWARD 38
However, there are certain realities of rolling out such an
enormous undertaking. UDIA in conjunction with Place Design
Group deemed it necessary to provide a touchpoint for councils
and industry to evaluate what has been achieved so far and
what the expectations are for the future of these documents.
We have taken the time to speak in depth with a number of
Greater Sydney councils and state government agencies, and,
to understand how we can learn from the process to date, and
continue to evolve and improve the forward planning agenda.
We welcome the start of a long, future-driven conversation
around the process of delivering the first stages of planning
reform… and the experiences, ideas and perceptions for what
could lay ahead.
01
Campaign Methods A Provocation
2x Facilitated Boardroom Lunch Sessions
Over the past 18 months, There is pressure now on local government
to deliver all that was promised to
local governments across communities through this process over the
Greater Sydney have delivered course of the next 20 to 30 years. The fear
is that this hard, important work will gather
the foundations for the next dust.
20-years of ‘ground-up’ There is no doubt that this process has
urban planning and design created a new foundation for how we can
An Industry Survey controls. The creation of better plan for our cities and communities.
In other ways though, it has opened
the Local Strategic Planning Pandora’s Box, and posed new questions,
Statements (LSPSs) has set that beg new answers, new thinking and new
processes.
the groundwork for future
How do we keep momentum, grow certainty
reform and a vision of the in market, and continue to collaborate
future cities we are to build. to deliver the proposed change we have
envisioned for our communities?
Targeted, one-on-one interviews It’s a great time to be part of such change.
The inaugural Local Strategic Planning And importantly, what is now needed to
with heads of NSW Councils Statements and their affiliated informing actually get there?
studies will become a legacy piece for The UDIA and Place Design Group would
councils, state agencies, the Greater Sydney like to thank all participating councils and
Commission, consultants, and NSW and representatives for sharing their experiences
federal government decision-makers alike, and agreeing to provide their own accounts,
as we now progress to the action and in their own words for inclusion in this study.
delivery stages of these vision statements.
Overall the response was positive. There
An Insights Piece: From our in-depth discussions with was genuine goodwill to cooperate across
Councils, one thing is clear: everyone
Greater Certainty for Greater Sydney recognises this is just the beginning and
the city. There was a genuine understanding
by the Greater Sydney council planning
the sentiment is unanimous on progressing community for a strong structure across the
forward in a collaborative and outcomes- city that everyone can work towards.
driven way. The Councils have set the bar
high and in doing so it seems they are more We encourage you to read on, and learn
collectively driven across Greater Sydney more about the experiences past, and
not just for development – but for good thoughts, feelings and ideas for the road
development outcomes. ahead.
Industry Launch to kick start conversation
4 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 5
02
An Evolving Framework
In 2014 the NSW Government Along with being the holders of the What has been produced has been a
released the strategy document “A Greater Sydney vision, the GSC were series of founding LSPS documents by
Plan for Growing Sydney” which led tasked with oversight of Local Strategic a diverse range of Local Government
to the creation of the Greater Sydney Planning Statements (LSPS) being Areas (LGAs) across Sydney who have
Commission (GSC). To meet the needs prepared by the 33 local councils of taken in some instances very different
of a growing and changing population metropolitan Sydney. paths to achieve their outcomes.
the GSC developed a vision that sought
In response to this vision, and the These are the first attempts at
to transform Greater Sydney into a
accompanying District Plans, the State delivering a consistent narrative for the
metropolis of three cities:
Government required every Council entire Sydney region in what will be an
» the Western Parkland City to prepare a Local Strategic Planning evolving story.
» the Central River City Statement.
» the Eastern Harbour City. Local Strategic Planning Statements
focus on the vision and priorities for
land use in the local area, whereas
Community Strategic Plans (prepared
under the Local Government Act 1993)
have a broader focus on achieving
the long term social, environmental
and economic aspirations of the
community. They are the governing
document for the council in its
strategic business planning across all
of its activities.
6 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 7
Greater Sydney Region
03 4.7
million people
1.6
million increase
in 20 years
40
year vision
Trends
1
region
3
cities
5
districts
33LGAs 5
districts
The Greater Sydney Region Sydney is growing up as well as out. For instance, the pressure to establish
But the nature and stages of growth new infrastructure in the west of Western City
is not one place but a are not consistent across Sydney. Sydney is not an issue facing the Central City
rich patchwork of diverse Each of the LSPS documents needs mature transport networks of inner-city
Eastern City
communities, spaces to respond to a very different sets Sydney. In this regard the commentary
of pressures. Inner city areas are provided by some of the LGAs perhaps North
and environments. From faced with issues of growth from infill better represents the individual South
the Northern Beaches transition of land uses, intensity of pressure of each LGA.
to the Sutherland Shire uses and built forms with established
The survey however does reveal some
neighbourhoods and populations that
and from Randwick to the are sometimes resistant to change
instructive ideas around the valuable
role the GSC played in the process and
Blue Mountains, there is and retrofitting of infrastructure. While
the necessity for an ongoing role for
significant variation in in the outer reaches of Sydney, the
such a body.
first waves of greenfield development
the nature and context of are spreading across the landscape.
‘place’ and the city’s 4.7 They bring a vastly different set of
Hornsby
million people. issues, such as basic infrastructure
provision, access to services facilities,
employment, open space, biodiversity,
and car dependent suburbs.
Blacktown
Some LGAs, like Canterbury-
Bankstown, have very different
pressures including ageing housing Penrith Parramatta Chatswood
Ryde
stock, a highly diverse population
culturally and linguistically, and a
significant Council amalgamation North Sydney
to resolve whilst undertaking the
preparation of the LSPS and LEP
review. Growth in these middle ring
areas is one of structure and location
and directing growth to leverage
OUTER Liverpool MIDDLE Bankstown Sydney Bondi INNER
existing infrastructure investments.
The responses to the surveys and the
reflections set out further in this piece
don’t always reflect the nuances that
occur across Sydney.
Sutherland
Campbelltown
8 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 9
04 27% Existing
knowledge
27% Community
Consultation
47% 86%
Statistics & Sentiments “Very
compressed” “Yes”
Q1 Q2 Q3
What technical work, or How would you describe Should your LSPS be used
studies, have formed the the timeframes to complete to inform further iterations
An industry survey was The sample size was strong and » Economic Support – local
the reach achieved across all government want to see more evidence base for the the LSPS? of the District Plans?
conducted as a critical Greater Sydney districts, was closely support for their economic LSPS and most heavily
Nearly 90% of the LGAs Overwhelmingly, the
element of this insights representative of the percentage split development strategies. At the time influenced the shape of the
believe the timeframes to LGAs believe that their
LSPS document?
campaign, targeting of councils that sit within each district, of the survey, only 40 per cent of complete the LSPS was too LSPS document should
indicating that the data set was a great respondents had confidence that
planning leaders and foundation from which to gauge a the metro strategy aligned with
In response to the range compressed. inform and be reflected in
of approaches to the future iterations of their
heads of Greater Sydney bigger picture idea of what may have their LSPS. Economic development development of the LSPS respective District Plans.
Councils who were, or had been a possible collective experiences is a stand-out issue with a third of document, the survey
across the state. respondents finding GSC has been
recently completed their not very effective in coordinating
shows that half of the LSPS
Snapshot/Overview of : documents were produced
LSPS process. across LGAs on this issue. using existing information
» Movers and shakers – local » Timing - 88 per cent of local and backgrounds
The purpose of this survey was to councils perceived LSPSs as an councils found the LSPS timeframes reports, or were based on
collect individual perspectives from opportunity to create big moves of were compressed or very community consultation.
all participatory councils across NSW, regional significance. compressed and said that (why did
and develop a suite of evidenced, » Trust and engagement - We they need more time? What would
quantified process sentiment. saw increased engagement and they have done with more time?)
Participants from Greater Sydney improved strategy for local land » State funding – the reliance on
29% 88%
use planning and a more optimistic
71%
Councils were invited to participate state funding raises the question
and share their views, but the data sentiment towards open spaces of whether or not the states are
captured was anonymised to ensure and green space networks. The able to adopt some or all of these “Mostly” “No” “No”
a safe and comfortable platform for LSPS is an opportunity to bridge strategic plans.
professionals to have their say in a the community into the planning
Here is what they said…
meaningful and trusted manner. process in a more detailed fashion.
It provides for building trust
Across a possible response pool of between local communities and the
33 councils, 28 willing participants government decision-makers. Q4 Q5 Q6
provided responses across the course
» Longevity of the LSPS – Did the transit links Is there sufficient funding Do you feel the current
of the two months the survey was in
overwhelmingly Councils saw the provided in the District for transit infrastructure levels of development
market (December 11 to 7 Feb 2020).
LSPS as underpinning the District Plans provide enough to support the amount of contributions cover
plan, not just future LEPs. certainty for the growth in your LGA? infrastructure for planned
preparation of your current growth targets?
% SPLIT OF SURVEY RESPONDENTS Almost 90% of respondents
LSPS?
ACROSS DISTRICTS indicated that there is not Less than 15% of
Less than 20% of sufficient funding for transit respondents felt that
North 33% respondents believed that infrastructure to support the current levels of
South 5% the District Plans provided growth in the LGAs. development contributions
enough certainty regarding cover infrastructure for
East 29%
transit links and transport planned growth.
West 24%
infrastructure.
Central 9%
10 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 11
53% 20% 67%
“Improving ties
“For some” with developers” “Yes”
Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14
Have you commenced In which one of the Is there a role for a What do you think the GSC If you could pick your Do you feel like you are in a How much potential do How reliant will you be
advocacy/lobbying for LSPS following ways (advocacy, State body to coordinate could have done better in top three key ideas or better strategic position in you feel the LSPS has to upon the following funding
key moves funding yet? improving ties with planning and investment the LSPS process? strategies in your LSPS, terms of land use planning act as a tool for advocacy mechanisms to deliver on
developers, message in State and Local what would they be? as a result of preparing the for; jobs and economic your key moves and growth
60% of respondents say » Good things: co-
delivery, cross-LGA infrastructure? LSPS from the following development, delivery of targets proposed within
that they have begun using ordination of agencies » Focus on centres’
coordination, negotiation perspectives; renewal precincts, delivery your LSPS; State funding,
the LSPS as a basis for Nearly 70% of respondents » Things to improve: more planning
with other levels of of major projects, new value capture, benefited
advocacy on key moves in noted that there is a time and messaging » Better alignment of land » Land Use Planning,
Government, information road/rail infrastructure and areas, infrastructure
their LSPS. role for State bodies to consistency from use and transport
and research provision, » Economic Development, housing diversity? agreements, Federal
coordinate planning and beginning to end
promotion of key LSPS » Infrastructure provision » Open Space/Green Government grants and
investment for State and Most LGAs feel as though
moves and/or other) could Co-ordination of agencies and coordination Space Network other?
Local infrastructure. the LSPS has great
the UDIA help in partnering is deemed as a positive, A focus on centres » Movement potential for advocacy Respondents noted they
with the local authorities to while things to improve planning, better alignment around a range of issues are overwhelmingly reliant
deliver on the aspirations include’ more time and Overwhelmingly, the LGAs
of land use and transport, including; economic on State funding to deliver
of the LSPS documents? messaging consistency believe that they are in a
and infrastructure provision development, renewal key moves in their LSPS
from beginning to end. better strategic position
Over 50% of respondents and coordination. precincts, major projects, documents.
There have been far too as a result of the LSPS in
felt that the UDIA had a road/rail infrastructure
many requested changes, terms of land use planning,
role to play in advocating proposals and housing
and changes on changes and not so much in
for outcomes within the diversity.
both from GSC and the economic development.
development industry and
with State government. agencies, very few of which
have real strategic merit.
The requests are just
passed on or stated at a
meeting, without comment
from GSC. GSC could play a
role in vetting the individual
ad hoc comments from the
various agencies.
12 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 13
The LGA
Experience
Building a case for renewal
05
(…but who’s plan is it?)
An important part of sharing insights should
always be to give participants a voice, and
facilitate meaningful connection across councils
themselves, so that they have more opportunities
Below is a table which indicates the five districts and allocation of council areas that sit within each. to learn from each other, and grow through NSW
Those councils highlighted in yellow are featured on the following pages and have shared their
experience and thoughts around the LSPS process. Those councils highlighted in green have also planning reform, together.
participated in the broader insights program.
Place Design Group interviewed seven (7) The UDIA and Place Design Group would
Western City Central City Eastern City North South participatory councils who attended the like to thank these councils, and all who
initial LSPS Round Table Series Luncheons, participated, for sharing their learnings and
Blue Mountains Blacktown Bayside Hornsby Georges River and asked them to share meaningful case assisting with kick starting the conversation.
studies representative of just some of the It was agreed that all councils shared the
Hawkesbury Cumberland Burwood Hunter’s Hill Canterbury-Bankstown prevailing key themes, questions and ideas common goal of wanting to work together
that have arisen across the state. and grow through the next phases of
Penrith Parramatta Canada Bay Ku-ring-gai Sutherland delivery and implementation, and beyond.
It’s important to note however that
We encourage you to read their words and
all councils’ stories, approaches and
Camden The Hills Inner West Lane Cove
learn more about the different and disparate
circumstances were important to share.
approaches and avenues taken to get the
However, for the purposes of this Insights
job done.
Campbelltown Randwick Northern Beaches piece, a handful were chosen and agreed to
include their stories based on the prevailing The following case studies are provided
Fairfield Strathfield Mosman key themes for which they represented. by council’s themselves. They are written
with their words and experiences, having
successfully lived through the recent LSPS
Liverpool Woollahra Willoughby
and LEP processes.
Wollondilly Waverley Ryde
City of Sydney North Sydney
14 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 15
Experience:
Blacktown
“
“The GSC has been a “And they are helping to find solutions
– and so are the other key state
I remember when the Parklea area was
released and there was development
resounding success. It has agencies to the development process, happening on our side and in the
like Transport for NSW (TfNSW) and Hills area. There was a huge outcry
had the legislative power Sydney Water. They are all wanting to to Windsor Road being only a two
engage. lane rural road and that forced the
to bring other agencies Transport for NSW has been so much Government’s hand and they built the
who weren’t in the tent to a part of the new way of planning for road. But it should have been provided
before it became that bad.
Sydney’s growth and that is critical
come together and we have to infrastructure provision. It is very Hopefully examples like this one will
much on our page and we both can not occur in the future because of the
seen such a change in the see the huge impact collaboration has GSC’s influence in the forward planning
process as a result.” in assisting to overcome the funding
challenges we tend to experience out
of Sydney’s future.”
here.
We saw the LSPS and LEP Review
processes as a real opportunity to
make Blacktown a better place to live,
work and play.
Its usually hard to get our needs
across, which is a real shame because
we have some very disadvantaged
Glennys James, communities in terms of transport and
Assistant CEO, Director services access.
Planning & Development What was great about this process
at Blacktown City Council is that we were encouraged from the
start by the GSC to tell them what we
Glennys has been an influential want. So we did. And will continue to.
adviser to the NSW Government Overall, through this process, I think
on matters relating to the future that the understanding of local
growth of Western Sydney and has government needs has come a long
way.
served on a large range of advisory
My main problem is equity of access
committees to government over
her career. In 2013, she received a
Commendation in the development
industry’s awards for excellence
by women in development. Glennys
James joined Blacktown City over
40 years ago and has been at the
forefront of Blacktown’s growth from
a municipality of 180,000 people to
a vast city of 360,000. She received
for the Blacktown community to the
infrastructure it needs to flourish.
There are huge numbers of people
living here with no public transport.
That is something that happened 30
years ago – it shouldn’t now, in 2020.
Over time the momentum has shifted
to the West. And the focus has shifted.
There is now a huge commitment to
the airport and Parramatta which is
“
the Public Service Medal in the great - but the rest of us in Western
Queen’s birthday awards in 2019. Sydney also need attention.
16 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 17
Experience:
Blacktown
“
“We agree that the LSPS “The GSC has been effective in bringing
people to the table. Once upon a time,
Perhaps there could be a more
formalised type of district
We are evolving as a city, and we are
not ‘the frontier’ anymore. We are at
should be a plan that is it was impossible to get your foot in the collaboration. Otherwise, we do the end of that wave, and we know
door with State agencies and now you have some concerns that we will be we will likely be fully urbanised in 15
consistent - but also about can. So they have done well here to competing against each other (other years.
open these doors and allow for greater councils) for priorities and funding.
what we think is important collaboration.
So whilst we know it’s a slow burn,
We really think that the State could we agree that it’s important to have
to our community long It was the first time in my career that play a really important role to help these plans in place now, and to start
I’ve seen things come together this alleviate this risk, and do more to using them to advocate for the right
term, and what we know it way. We’ve all matured in a way that support a more collaborative, less outcomes for Blacktown in years to
needs.” State agencies have accepted and
are working better with councils. So
competitive occurrence. come.”
For councils, it still feels in some cases
next time, the working relationship
that currently there is a perception
should be even better as we have all
that all we really do is approve things
experienced it before.
at the end of the day. For example,
I worked on the LSPS and LEPs here Blacktown is nominated as a Strategic
at Blacktown – but I was also formerly Centre, but what does that mean? Right
working for the State, tasked to work now, they (the State) don’t currently
on the District Plans. Putting the have a clear plan to deliver the agreed
District Plan together was a challenge ideas. And that would be great to see.
because I wasn’t afforded the
For Blacktown Council, we’ve had to
opportunity to better understand or
Chris Shannon, proactively go out ourselves and seek
know what the councils wanted. Now,
information and pathways to kick
Manager Strategic Planning they have the start of a better idea
start many things. We have completed
at Blacktown City Council through this process.
our own research. We are doing the
I do feel there would be some benefit relationship building and ground work
though in having specific actions and to develop things such as a health
timeframes come from the District precinct and university campus. So, in
Chris has worked in planning for over Plans, which can feed down locally. terms of the State, it could potentially
22 years. He holds qualification in This would improve transparency and being more of an information hub, and
planning and law. He was seconded assist industry and councils in planning ‘sharer of resources’. This would be a
to the Greater Sydney Commission for their LGAs. really important role to play. That would
be of great value to us all.
to provide expert planning advice
in the preparation of the District
Plans, particularly from a local
government perspective. He has
worked on various planning projects
in Blacktown that have received UDIA
National and State Awards. He is a
current member of the UDIA Planning
Committee and also on the Property
Council of Australia’s Western
If you open the District Plans, they are
similarly worded, which is great for
consistency across Greater Sydney,
but many would agree that there is
probably a layer required that sits
beneath each of the District Plans, that
is the economics. Without an economic
layer, there comes a point where they
risk - or will demonstrate - falling into
competition with each other at the
local level.
In Blacktown, it’s been the case that
if we rezone, they will come. And the
shifting momentum has always come
to us in terms of housing. But the
employment hasn’t. This is a challenge
for the State and us to get the right
jobs in Western Sydney.
“
Sydney Taskforce.
18 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 19Experience:
Liverpool
“
“Connected Liverpool “A clear vision for Liverpool’s future
and a robust plan for getting there
A key consideration during the
development of the LSPS was ensuring
2040, Liverpool City are vital if we are to harness the the LSPS was aligned with metropolitan
rapid change and growth the city is planning objectives. Apart from the
Council’s Local Strategic experiencing. fact it is a legal requirement, it is also
important that local planning priorities
Planning Statement (LSPS) The LSPS details our priorities over
are consistent with the broader
the next 20 years of development, and
represents the shared provides a list of actions that make
metropolitan strategies to ensure
Sydney, as region, is planned well.
sure we can meet our goals.
vision of Council and the There have been some key learnings
These actions include the completion
community and will inform of some of Council’s most ambitious
from the development of our first LSPS
including ensuring sufficient time is
strategic projects ever attempted –
future land use planning for realigning our CBD around the Georges
available for a robust evidence base
for the development of local planning
Liverpool, which is one of River including a river-edge promenade
and new river crossings; developing
strategies, local planning priorities
and actions, including joint studies
the fastest growing areas Woodward Park into our own ‘Central
between Councils.
Park’ – an iconic lifestyle precinct that
in Sydney.” will be a thriving hub of community The LSPS process can be further
activity known as Woodward Place; improved for the future by having one
creating a rapid transit link between consolidated, whole of government
the Liverpool City Centre and the new submission on the LSPS. Council
Western Sydney International Airport; consulted widely with, and received
David Smith, and transforming our ageing stock of submissions from, many government
Manager Planning & Transport community facilities into a world class agencies. A consolidated submission
Strategy at Liverpool City network of modern, attractive facilities from Government overseen by the
Counci that address community needs. GSC would streamline the consultation
and assurance process and limit the
The LSPS is our strategic roadmap
Liverpool is one of Sydney’s most number of revisions to the LSPS.
for the future. It is based on and
progressive urban and regional expands upon the priorities of our The LSPS process has been useful
centres. Community Strategic Plan, Our Home, in other ways as well. It has allowed
Liverpool 2027, and provides a one- relationships to be built across
David and his team are leading a
stop resource for the major planning government and Council that didn’t
catalytic planning period for the city, work we’re doing to make Liverpool a exist as strongly before.
with significant local infrastructure
projects such as the Western
Sydney Airport in the pipeline, a
Smart Transit Corridor linking the
City Centre to the Western Sydney
Airport, large scale Greenfield
release areas and a City Centre that
is currently undergoing substantial
transformation.
vibrant, diverse and attractive place.
Council worked collaboratively during
the preparation of the LSPS with
Department of Planning, Industry and
Environment (DPIE) and the Greater
Sydney Commission (GSC) and through
that collaboration, the final LSPS
prepared by Council aligned with the
Western City District Plan, and through
the GSC Assurance process, only minor
To ensure the success of the LSPS,
DPIE and Councils need to ensure
that future planning proposals are
aligned with the LSPS and the District
Plan to provide certainty for both
the development industry and our
communities.”
“
changes were required.
The guidelines and templates released
by DPIE to assist Council’s in preparing
the LSPS were clear and helpful.
20 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 21Experience:
Canterbury-Bankstown
“
“We agree that the LSPS “I acknowledge that for all councils to
deliver a consolidated plan you need
Compared to smaller scale tools, like
Local Area Plan’s which are really
An idea could be to set up a “co-
ordination group” of Metro Council
should be a plan that is an efficient process in place where just focused on the local centres as Directors with a senior executive
numerous elements can be worked tools to inform and support greater from the Department who together,
consistent with State level on and delivered concurrently. This certainty, the LSPS has provided more can affect more change and keep
process avoids years of indecision than we ever had, a single overarching things moving so we can deliver more
strategic thinking - but and this is particularly important for vision for the city but as importantly – and in good time. This could be
also carefully balances amalgamated Council’s. We are making
changes here that will affect the area
how it interconnects with the broader
metropolitan area.
independently chaired.
Regardless, for us, as the largest LGA
what we think is important for the next 10, 20, 30 years and
Yet, with the sheer amount of centres in New South Wales, we are ready and
beyond.
to our community long It’s been a relatively quick process and
we have within CB City, how do you
deal with it on such a detailed scale
confident to take on precinct level work
ourselves. Yet there is still the feeling
term, and at the same time I am comfortable with our end result in the LSPS? You can’t. Or not reliably. that notwithstanding the size of the
and outcomes. To achieve this has also There is more needed. Another layer Council, decision making on important
meeting their needs. For been personally satisfying, as this is and that is what we are working on land use and planning decisions is
the first time either former Council had now. There is more place-based limited and we are not experiencing
us however, as the LSPS a genuine comprehensive strategic strategic planning and engagment that change we thought was coming
process progressed, it felt vision for how the City would grow and
how the changes would be supported
to be done to give true effect and
meaning to the LSPS.
with the amalgamation process.
Much of what is needed for the LGA is
like it began to lose some by services, utilities and infrastructure.
So it’s not just about development in many ways about regeneration. In
of its distinguishing local We all want to give the community, and
industry alike greater certainty. And
outcomes. It’s also about additional
policies and positions of Council, how
CB we are fortunate in that we already
have a strong infrastructure base - the
flavour.” I want that certainty too! Certainty it will evolve with respect to housing roads, water, telecommunications,
to know whether those things we choices, access to employment, transport and facilities already in place.
are proposing are possible, and sustainable development and design We are not a greenfield area - so
Simon Manoski, will happen. And, that they will be and striking a balance with well located our challenge is ultimately a renewal
Director of Planning, absolutely right in the long term, for integrated open spaces and well one. And we are focused on investing
City of Canterbury Bankstown the city? designed public spaces with all users time and energy into our centres off
in mind. the back of our renewed, great public
In saying this, the LSPS was quite
Simon has almost two decades of realm experiences.
complex and had to meet many The lines have become blurred
experience as a manager, director requirements, and be so much to so between State and Council when you But overall - as a recently
and advisor on major planning, many areas, on a scale that was higher start introducing things like planned amalgamated LGA - having captured
policy, economic development than any local place-based planning precincts. the key elements about the LGA right
and infrastructure projects across
the private and public sector. This
experience spans across state
and local government including
Department of Planning and
Environment.
Simon currently leads the planning
division at the City of Canterbury
Bankstown. As the local government
process to date.
However, it’s really important to
recognise that there a differences
across all areas of Sydney. All LGAs
are all so different - as are the
expectations and the outcomes that
will occur as a result of this process. I
look forward to seeing the end result
and how it all fits together across
greater Sydney over time.
So now, we really need to make
the call and make it happen – it
would be a shame if the LSPS’s and
their commitments end up sitting
in a black hole for 18/24 months or
worse, are never really implemented
acknowledging that change in the
planning space will continue and the
parameters under which the LSPS’s
were established may also shift.
“
now, counts for a lot. This has been the
best thing about the process.
For the first time we also have more
certainty around the role of the
Canterbury-Bankstown CBD. So we
have done the right thing here with the
LSPS/LEP process starting, no doubt,
with more change to come, and we
look forward to that.”
area with greatest population Building in flexibility and the need to
in NSW, he has a clear focus on change and respond is critical.
positively guiding growth across the
city and delivering contemporary and
innovative solutions to its resident
and business community.
22 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 23Experience:
Burwood
“
“We used it as a platform “We were not an LEP acceleration
Council, therefore, no external money
Barangaroo – create a plan and set
some principles. And let’s make it the
I met recently with the State and asked
them, how are you organised to receive,
to re-position Burwood was available to do the LSPS. But I said best enterprise corridor we can together. review and make all of the amended
no, we are going to be proactive about Another important point - and I want LEPs within the deadline (mid-2021)
within the state. Burwood this - not reactive. to be fair about this – was the new set? What’s the briefing to the planning
panels, as planning authorities, so that
is a diamond in the rough – We are lucky our councillors are
responsive to the changing requirements
Burwood North Metro Station. It’s a
game changer for us and Parramatta they understand the significance of the
so we saw it as a catalyst of strategic planning. We were afforded Road. We have met with Metro West LSPS in relation to the LEPs.
six meetings in six months which was numerous times and they have been Because my concern is that we don’t
to get Burwood at the great. They are engaged and informed proactive coming to meet with us. But know what’s next - and we have done
and this helped immensely. the design is still TBA. They have set the all this work. We give it to DPIE and then
table.” We started the process by asking, what expectation of not to expect any change it’s a long time before we hear anything
do we want for Burwood? And we worked for at least two years. back.
hard on developing that, including I guess that’s like the thing that holds It’s not a criticism yet - because nothing
initiating workshops with councils we us back with Parramatta Road. The had happened yet. But I feel we need
share a boundary with. Ministerial Direction says that no to put some things in place this time to
Then, in our first workshop with the uplift can happen unless there is an ensure there is a clear timetable.
NSW Government they asked where we infrastructure plan to support it. I think as councils, we have to just keep
were at. And we responded with a yellow And we are still under that direction and putting the questions out there.
butter-paper map and a few strategic with the Metro not here yet - only the There has been an “us and them”
arrows across it. By the time the District EIS for the tunnelling available to the mentality between councils and the
Plan requirements were added to the public - we can’t decide what to do with state, but it’s changing. If councils push
mix, the LSPS went from 30 to 80 pages. it, or how to respond. The remit of the a bit harder, that is be on the front
- Kimberly Everett, Burwood And we had to relate all actions and new Project Delivery Unit (PDU) within foot, they may be able to keep more of
Deputy General Manager, priorities to the State’s plans. the Department of Planning, Industry and their local character and have a more
Land Infrastructure and We had to fight for our plan along the Environment supposedly includes the successful impact on the results.
Environment, Burwood Council way - because this is a local strategic delivery of the PRCUTS. Funding? The
I’m 80 / 20 person – potentially be
statement. Department of Premier and Cabinet are
willing to concede twenty percent, to get
Kimberly is a leader in delivery of also calling us about public art along
But then you have other considerations 80 percent of what we want.
Major Infrastructure Projects with Parramatta Road. All of this begs for
to factor in outside of us, like Parramatta We have 81 actions in our LSPS, and
global experience successfully understanding of who’s got the master
Road which has a regional impact. we are a small council. So we are now
plan on how it all fits together for a great
mentoring multi-disciplinary teams This has to be looked at because it’s grappling with how do we respond with
outcome? Is it DPIE, Transport, P&C or
to deliver complex projects. With a not a Council road, and our LSPS cannot those as a council?
the eight councils?
thorough appreciation of different
business models and political
processes required to navigate
the complexities of government
regulation and commercial
outcomes, Kimberly has broad
experience in infrastructure planning,
project management, environmental
regulation and strategic planning
and an extensive international
solve the problem on its own.
My thoughts around Parramatta Road
is that we consider it as something
we have to do. The position we have
asked the State to take is to please
just tell people about the status of the
PRCUTS (Parramatta Road Corridor
Urban Transformation Strategy) - just tell
people so they know how to plan.
But they don’t seem to have anyone
looking at that. In the 22 years I’ve
We are completely coming up with our
own plan. So what does the state need
to do? I think the state needs to let us
get on with it.
I’ve worked on major capital works with
the state. Planning is planning, and we
know that things take a long time.
The GSC is committed to their KPI’s
and that’s why they were successful in
getting the LSPSs through.
“
This project has a risk of just sitting on
a shelf. There is a strong need for an
implementation piece – how do we track
the progress of those actions. A standard
process is needed across all councils.
Burwood has already included the LSPS
actions into the IP&R system for FY
20/21 as a way to assign and measure
success.
To my knowledge, there is no work being
done on this? And the LSPS is not set
experience across the US, Europe,
been in Sydney, there has never been a The GSC had the right people around the up for that. So I ask, is the standard
Middle East, Southeast Asia and
management agency to really deal with table and brought agencies to the table instrument effective enough to give
Australia. too. That was good.
Parramatta Road. effect to the LSPS document?“
Perhaps they need a short-term body But then what happens? The revision of
to coordinate this. Like they did for LEPs, DCPs and Local Housing Strategies
go back to DPIE.
24 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 25Emerging Ideas
06
The conversations we have had have been
both inspiring and on occasion daunting
in their implications.
1 Advocacy
There were many more topics that could
have been explored but these insights
represent the key ideas and issues that
arose through those conversations.
2 In(equity)
In general it was clear there was
considerable praise for the work the GSC
have undertaken. Whilst it was not perfect
– no system ever is – it was an extremely 3 The “Office of Information”
good base in which to build from.
This is both from a technical planning
perspective as well as a relationship
building perspective.
4 Delivery
This is only the beginning of contemporary
strategic planning across the Greater
Sydney Region. But it is a massive
achievement to have at least started.
5 Nothing’s Perfect
6 Good Development
26 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 271 Advocacy 1 In(equity)
The LSPS documents have Many of these initiatives cannot be brought Having a strong evidence base Every good structure plan needs to set
to fruition through the actions of the LGA out what the state interests are, such
all set out to establish a as well as good community
2 2
alone and require State and even federal as housing, economic development, big
vision. One that reflects their funding or a range of partnerships both feedback allows for a broader ticket environmental matters (rivers, water
communities, their identity and private and with institutions such as discussion around urban catchments, RAMSAR, etc). It also needs
universities and TAFE etc. This requires to be backed by an infrastructure plan
their aspirations both now and a vision, coupled with advocacy to drive
structure. that is definitive in terms of delivery and
into the future. delivery and funding. Some LGAs have done implementation.
This is where the discussion with the
exactly that and chosen to extend beyond
community needs to begin. What do we The danger in not doing this is in creating
3 3
Some LGAs relied on existing information merely dealing with land use and transport
want our city, neighbourhood, community a two speed planning system where
to generate this vision and set the course models to explore regionally significant
to look like? There are a couple of key residential growth is running well ahead
for the future while some have taken on the projects. In this respect the LSPS becomes
points here. One is the lack of certainty in of infrastructure delivery. Some of this is
community’s voice and translated this into more than a vision. It becomes an advocacy
the metropolitan plan and the other is the happening already in parts of Sydney where
a more meaningful conversation around the for an economic or transport narrative,
communities view on development. housing is being created without adequate
future shape of the LGA. that moves the conversation from housing
infrastructure to service them effectively.
Obviously, pressures within each LGA diversity and land use to a more compelling Every structure plan is at its core a
city building proposition. discussion about trying to create the Creating large areas of residential
4 4
are different. Some are dealing with
most sustainable urban form that includes development may meet housing targets but
amalgamation some with resource Liverpool City Council has realised this
elements of economic development, it does little to create good places to live if
constraints, and the list goes on. All are opportunity and have used the LSPS to
liveability, movement and access (not just those areas of residential development are
dealing with issues of growth, whether that promote a number of city wide initiatives the
roads). not serviced by public transport, community
be growth from infill development or growth most significant being their FAST Corridor
facilities (schools, child care, etc), shops and
in greenfield areas. Some like Liverpool are linking Liverpool City to the Aerotropolis. The District Plans provide some shape and
retail services and perhaps more importantly
experiencing a mix of both. This corridor has the potential to drive a form to a rapidly growing city. It does all
employment. The danger is in the creation of
range of land use, transport and housing those good things that a structure plan
5 5
The District plans provide a broad pattern areas of (relatively) affordable housing with
for urban development and an equally broad outcomes well beyond that envisaged in should – it shows major centres, growth
little access to services and employment
vision for the Greater Sydney region. They the District Plan. It’s a sound idea worthy areas, employment locations, areas of
has the potential to create areas of social
don’t solve growth problems and they don’t of some considerable investigation and environmental value. It begins to fray at the
disadvantage.
set out a vision for economic resilience. investment. Liverpool City Council thinks so edges however when transit connections are
too and are using the LSPS as a platform to added. These are shown as visionary and The District Plans and the creation of
That is rightly the job of the LGA and the
advocate for this outcome and also put it on look more like guess work than planning. housing needs to be tied the delivery of
community.
the GSC’s agenda. public transport, education and community
6 6
Some LGAs took on this challenge boldly and Most of the connections are likely to be
services, open space, employment and other
set out a compelling vision that extended good ideas and begin to make rational
services. Community development needs
beyond the framework set out in the District linkages between activity nodes. But there
to be the focus of the District Plan and the
Plans. Some explored key projects and is a substantial lack of evidence to suggest
LSPS process in greenfield areas not just
initiatives that are ground-breaking for how, why and when.
housing.
their communities and could help to drive a
compelling economic narrative that has far
reaching implications.
28 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 29Federal
Government
1 The “Office of Information”
nt And Oth
rnme er A
Gove ge
e n
State and local governments Many of the LGAs will argue that the The opposite diagram explores a
t
cie
Sta
timeframes were far too compressed in coordination model that is perhaps better
s
have always had fraught
2
order to achieve the desired level of detail fit for purpose that can better coordinate
relationships. Its perhaps the and in many respects that is perhaps more actions, activities and information between GSC
nature of the beast. a function of bedding down a new process state and local governments. The GSC as
with outcomes that were not entirely clear. a planning body has been enormously
With agendas that don’t always align To draw from the old saying: it was like successful. But the GSC needs to play
politically, financially, etc getting good designing and building a car whilst trying to a broader role in coordinating feedback
D ist
development outcomes that represent a drive it to a place you had never been. from all state agencies, assimilating rict P la n s
3
good balance of Local and State interests that information into the district plan
That will improve over time. But it does
is not always easy through one on one where a genuine state interest should be
require some underlying elements to be
negotiations. This is particularly so when represented or passing specific information
improved.
UDIA
the achievement of those development relevant to the development of the LSPS
LSPS
outcomes requires commitments in both The greatest success of the GSC as in a specific location directly to the LGA to
money and infrastructure. described by the LGAs has been to get the properly process and plan for their local
right people around the table. Being the communities.
Into this environment the Greater Sydney holder of the Vision is one thing, but to be
LGA
4
Commission has stepped in. Along with A number of LGAs noted there were
able to coordinate all the players to get
being the holders of the Greater Sydney inconsistencies between state government
the desired response is an ongoing critical
vision the GSC were tasked with oversight of departments and agencies both in terms
role that is vital to achieving the vision.
Local Strategic Planning Statements being of the quality of information and indeed LEP
The current process has the GSC playing a ’ s a n d D L P ’s
prepared by local councils. its relevance to the LSPS process. Having
key coordinator role - by getting agencies
this information vetted before it reaches
Overwhelmingly the LGAs involved have and departments to directly interface with
each LGA can deliver better consistency
seen the process and the outcomes to be each LGA. This model assumes there is a
of information and shorten the feedback
5
successful. It has pushed the LGAs to take consistent view of what a state interest is
ultation
as opposed to a local government interest.
process with LGAs having to argue with Cons
a long term strategic view of development agencies that the same information
in a spatial sense and begin to set out a It also assumes that each department has a
requirements could not be presented in the
development agenda on how and where clear view of what can and can’t be achieved
LSPS.
and development is to be accommodated. It through and as part of the LSPS process. Community
would be difficult to argue that each of the Nether of those two preconditions currently
LGAs were not in a better position from a exist. There is no clear distinction between
6
planning and development perspective now state and local interests and state agencies D e li v e r y
the LSPS process has been completed. do not clearly understand the LSPS
documents as a forward planning tool.
Figure 1: Coordination Model
30 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 311 Delivery 1 Nothing’s Perfect
Implementation of a structure Most LSPS documents have aligned Good structure planning in This along with tight timeframes drives
population growth to transport planning innovation in terms of how documents
plan is every bit as important fact good planning of any type
2 2
which in of itself is an appropriate model are produced. Some geared up with full
as the structure plan itself. in terms of urban form. Indeed, throughout should be evidence based. consultant teams to produced in depth
Without timeframes and much of the public consultation for a It provides a solid basis for technical reports on a range of issues. Some
number of the LSPS documents the general opted to rely solely on technical information
delivery frameworks then the public supported the better alignment of
decision making. at hand and some a combination of both.
structure plan is just a nice land use, transport and housing diversity. Either way the exercise did a lot to focus
How information has been gathered
graphic. The only thing lacking in this model is the
for the preparation of these founding
planning efforts on the broad range of
3 3
certainty of the public transport and the issues facing each LGA. It did raise planners
LSPS documents has varied from LGA to
Each LSPS contains an implementation commitment to funding. It is unreasonable eyes from the present to the future. Some
LGA. Given the tight timeframes and the
schedule that identifies timing tasks and to expect each LGA to properly plan for will openly admit that the exercise engaged
uncertainty of the endpoint LGAs opted for a
responsibilities for actions and priorities. growth targets given the lack of State them with the length and breadth of
variety of evidence sources to support their
This delivers certainty to those who benefit commitment to investment in infrastructure. their own LGA in a way that had not done
documents.
from the actions and for those who are previously. In this respect the exercise
Without this clarity it is difficult for local
responsible for delivery. Again its easy to be critical how this was though not perfect was extremely useful in
government to appropriately respond
done but listening to many of those in reconsidering the nature of planning in each
4 4
The District Plans however are presently with reasoned and logical local planning
charge of preparing the LSPS documents LGA and from a regional perspective.
failing to provide the same level of certainty strategies particularly in terms of housing
you can understand their logic.
that is required by the LSPS documents. and economic development. It is clearly a
From a planning perspective this is poor major source of frustration for many of the Some LGAs relied on existing studies some
practice. LGAs preparing their LSPS documents produced a range of studies while others
relied entirely on community consultation
The District Plans need to provide certainty The State needs to prepare a comprehensive
to drive the LSPS document and will look
through definitive deliverable timeframes. infrastructure plan that commits to funding
to refine their documents in subsequent
5 5
At the moment the District Plans are too and timing for all infrastructure items. If it is
rounds of amendments.
vague with respect to many of the public a requirement for all LGAs to prepare such a
transport initiatives and even more vague its plan it is reasonable to expect the State to Which is the better approach, time will
commitments to funding. do the same. tell. But it must be remembered that not
all LGAs are equal. Some are far better
Essentially the State needs to develop an resourced than others and others have their
Infrastructure Plan which sets out clearly all own internal issues to resolve. Canterbury
funding costs and commitments, timeframes
6 6
Bankstown City for instance is still trying
for delivery, detail on corridor alignments, to reconcile internal systems from the
etc. This enables local governments to align recent amalgamation. Others had very little
their strategic planning accordingly. resources in terms of either personnel
or finances with which to complete the
documents.
32 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 331 Good Development
Through the process of This publication is a way to engage more
meaningfully with LGAs and those who are at
interviews and discussion
2
the forefront of development in those LGAs
with planning managers and to engage in a dialogue about raising the
directors of a number of the standard of development across Sydney.
LGAs it was clear there was The UDIA is a willing partner in this respect
to advocate on behalf of LGAs to achieve
extensive areas of common their vision for development set out in the
ground and potential areas of LSPS documents. Some LGAs have already
3 collaboration particularly at taken the opportunity to enlist the help of
the UDIA to get their key messages out.
this level between LGAs. Blacktown City Council help and held an
information session in conjunction with the
We have discussed already the greater
UDIA to talk about their vision and outcomes
role that the GSC, or some similar body,
of the LSPS. The session talked less about
can play in the information flow between
the specifics of the documents and talked
State and Local government. Similarly, there
4
more about key outcomes and the major
is certainly more that can be achieved
elements of the document. In this regard the
between LGAs themselves.
session was more of an advocacy exercise
The roundtable sessions were particularly than simply providing information.
cathartic for some managers and directors
In this regard the UDIA’s role into the future
being able to have a platform in which to
is to ensure there is an ongoing dialogue
discuss many of the planning issues they
between LGAs, and between LGAs and
were dealing with on a week to week basis.
5
the State and the development industry
The insights gained have informed this work.
to ensure there is a regular and constant
The UDIA has a long history of working communication and to ensure there is voice
with the development industry to educate, advocating for good development.
innovate and advocate. The UDIA believe
fundamentally that they are here to
advocate for good development and not just
represent developers.
6
34 CERTAINTY INSIGHTS INTO NSW PLANNING REFORM CERTAINTY INSIGHTS INTO NSW PLANNING REFORM 35You can also read
