PLAN WESTERN SYDNEY OF MANAGEMENT 2020
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western sydney parklands PLAN OF management 2020 December 2010
The Plan of Management for the Western Sydney Parklands is for the purposes of the Plan adopted by the Minister for Western Sydney on 25 January 2011. The Minister for Western Sydney’s adoption of the Plan of Management for the Western Sydney Parklands excludes the Western Sydney Regional Park, Kemps Creek Nature Reserve and Prospect Nature Reserve which are gazetted and reserved under the National Parks and Wildlife Act. Plans of Management for these gazetted areas will be presented to the Minister for the Environment. Prepared by the Western Sydney Parklands Trust. © Crown copyright 2011 Western Sydney Parklands Trust Level 4, 10 Valentine Ave Parramatta NSW 2150 Printed April 2011 ISBN 978-0-646-54879-1 Disclaimer While every reasonable effort has been made to ensure that this document is correct at the time of printing, the Western Sydney Parklands Trust, its agents and its employees, disclaim any and all liability to any persons in respect of anything or the consequences of anything done or omitted to be done in reliance upon the whole or any part of this document.
Contents
Message from the Chairman 2 Figures
Message from the Director 3 1 Parklands Today 13
Acknowledgments 4 2 Metropolitan Context 18
Caring for Country 5 3 Parklands Land Use
Your Parklands, Your Plan 6 Framework Plan 40
4 Parklands Precincts 45
1. Background 11 5 Precinct Management
1.1 Parklands for Western Sydney 12 Guideline Plans 46
1.2 History of the Parklands 14 Precinct 1 Nurragingy 47
1.3 Parklands Today 16 Precinct 2 Eastern Road Sports 49
Metropolitan Context 16 Precinct 3 The Rooty Hill 51
Community Context 17 Precinct 4 Bungarribee 53
Natural Environment Precinct 5 Eastern Creek
and Landscape 19 Motor Sports 55
Indigenous Heritage 19 Precinct 6 Wallgrove 57
Non-Indigenous Heritage 19 Precinct 7 Prospect Recreation 59
Western Sydney Data Snapshot 20 Precinct 8 Prospect Reservoir
1.4 Operational Context 21 and Nature Reserve 61
1.5 Best Practice in Parklands 22 Precinct 9 Horsley Park 63
1.6 Key Challenges 24 Precinct 10 Abbotsbury 65
Precinct 11 Cecil Park North 67
2. Strategic Directions 25 Precinct 12 Cowpasture 69
2.1 Vision 26 Precinct 13 Kemps Creek 71
2.2 Principles 27 Precinct 14 Cecil Park 73
2.3 Strategic Directions 28 Precinct 15 West Hoxton 75
Recreation and Parkland Precinct 16 Bringelly 77
Infrastructure 30
Environment and Conservation 32
Culture and Participation 34
Urban Farming 36
Parklands Development
and Management 38
2.4 Land Use Framework 40
3. Parklands Precincts 43
3.1 The Precincts 44
3.2 Precinct Management Guidelines 44
Precinct 1 Nurragingy 46
Precinct 2 Eastern Road Sports 48
Precinct 3 Rooty Hill 50
Precinct 4 Bungarribee 52
Precinct 5 Eastern Creek
Motor Sports 54
Precinct 6 Wallgrove 56
Precinct 7 Prospect Recreation 58
Precinct 8 Prospect Reservoir
and Nature Reserve 60
Precinct 9 Horsley Park 62
Precinct 10 Abbotsbury 64
Precinct 11 Cecil Park North 66
Precinct 12 Cowpasture 68
Precinct 13 Kemps Creek 70
Precinct 14 Cecil Park 72
Precinct 15 West Hoxton 74
Precinct 16 Bringelly 76
Printed on PEFC certified
The Next Steps 78 paper using vegetable-based
Definitions 79 inks. Paper manufactured in
Australia by an ISO 14001
certified mill using renewable
energy sources and elemental
chlorine-free bleached pulp
sourced from sustainably
managed forests.
Message from the Chairman
We have come a long way since 1968 when the NSW
Government began the process that would create the
Western Sydney Parklands.
With the diverse spaces and places that comprise the
Parklands now recognised as a cohesive identity as outlined
in the Western Sydney Parklands Act 2006, we are now
focusing on the future.
The Trust is committed to achieving the Government’s key
goals for the Parklands which are to:
— activate these lands and make them accessible for the
public to enjoy;
— provide a place for many different uses such as
recreation, bushland conservation, urban farming near
the city, involvement in active sports and key community
services; and
— continue to grow private business investment to create a
sustainable funding base for the Parklands in perpetuity.
The Trust aims to act prudently and wisely in its
stewardship of the Parklands to sustain its long term future
and to maintain its special place in the hearts and minds
of Western Sydney residents.
Brendan Crotty Chairman
2
Message from the Director
The 10 year Plan of Management for the Parklands has
been developed with the assistance of many individuals
and organisations. I would like to thank all those who took
the time to provide a submission, attend a workshop or
‘Have a Say’ day, or participate on the online forums.
The Plan will provide a strong management framework
and assist the Trust in determining actions and priorities
over the coming years. To successfully implement the Plan
the Trust will work closely with Blacktown, Fairfield and
Liverpool City Councils, key stakeholders and landowners
in the development of the Parklands.
The creation of this Plan is an important step in securing
the future of the Parklands and delivering the long term
vision to meet the needs of Sydney’s growing population.
Suellen Fitzgerald Director
3
Acknowledgments
The Trust would like to thank the individuals, Indigenous people, government
agencies and organisations who have provided their feedback and input
to the Plan.
In addition, the Trust would also like to thank the members of the Western Sydney
Parklands Trust Board and representatives on the Plan of Management Partners
Group for their input into the Plan.
Western Sydney Parklands Trust Board
Brendan Crotty, Chairman
Carol Mills
Mike Patrick
Jim Mitchell
Bob Waldron
Ro Coroneos
Norma Shankie-Williams
Suellen Fitzgerald
Plan of Management Partners Group
Steve Corbett Director and Chief Executive, Centennial Parklands
Sharon Davies Manager, Urban Growth, Sydney Water
David Demer Strategic Project Officer, Urban Growth, Sydney Water
Owen Graham Place Manager, Sydney Metropolitan Catchment
Management Authority
Phil Hamdorf Director, Research and Development, Communities NSW
Liz Jeremy Director, Sustainable Living, Blacktown City Council
Carl Malmberg Acting Director, Office of Sustainable Lands, Land
and Property Management Authority
Tanya O’Brien Manager, Strategic Planning, City Strategy,
Liverpool City Council
Travis Roberts Area Manager, Cumberland South Area, Department
of Environment, Climate Change and Water,
NSW National Parks and Wildlife Service
Kerry Robinson General Manager, Development, Landcom
Rhonda Tyne Executive Manager, City Outcomes, Fairfield City Council
Yolanda Gil Manager, Place and Programs, Western Sydney
Parklands Trust
Suellen Fitzgerald Director, Western Sydney Parklands Trust
4
Caring for Country
The Western Sydney Parklands Trust
acknowledges the traditional custodians of
the land on which the Parklands is situated.
The Trust will work in a respectful manner
with the Indigenous Australians in Caring for
Country and aim to treat Indigenous people,
their cultural heritage, customs and beliefs
with respect.
5
D
Your Parklands, Your Plan
eveloping the Plan of Management for the Western Sydney
Parklands has involved a broad range of consultation
activities designed to gain stakeholder feedback and
suggestions on the future management of the Parklands.
The consultation process was conducted in two stages
between June and November 2010. The early part of the
process helped raise awareness about the Trust’s objectives,
and inform the community about the various opportunities
to get involved in developing the draft Plan.
The second stage of the consultation process coincided with
public exhibition of the draft Plan between 11 October and
22 November 2010.
Engagement activities included stakeholder workshops
structured around the five Strategic Directions, along with
additional workshops focused on the 16 Parklands Precincts
identified in the draft Plan. The public exhibition period
was supported through newspaper advertisements, a Plan
of Management web page, community ‘Have a Say’ days,
online discussion forums, a survey (online and face-to-face)
and a ‘1800’ community phone line.
Over 840 people participated in the public engagement
process. About 680 people received information on the
draft Plan, contributed to the ‘Have a Say’ day events or
attended the Stakeholder Workshops, and more than 160
people provided comments through the online discussion
forums, surveys or written submissions.
Key stakeholders and the community were asked to identify
opportunities, challenges and issues relating to the Strategic
Directions identified in the draft Plan and comment on the
Precinct Plans.
This feedback was used to develop a Plan that will guide
the key priorities and actions for the Western Sydney
Parklands over the next 10 years.
6
Plan Process
Engagement with stakeholders
and community to assist in
developing the draft Plan
June – August 2010
Draft Plan of Management
on public exhibition, with more
public consultation and input
October – November 2010
Adoption of Plan of Management by
the Minister for Western Sydney
January 2011
Implementation of actions and management
priorities with further consultation as required We are here
Review Plan every 7 years
7
The Plan of Management
at a Glance
Vision
Western Sydney Parklands is a place
for people of all backgrounds to meet,
celebrate, learn, play and appreciate
the environment. The Parklands
will be a venue for communities to
create and manage a new sustainable
future on the Cumberland Plain.
Strategic Directions 2020
Recreation Environment
and Parkland and Conservation
Infrastructure
Objectives 2020 1. Improve access to the Parklands. 1. Secure a bushland corridor along
2. Create varied park spaces that the entire length of the Parklands
encourage passive recreation. to improve biodiversity.
3. Create venues and spaces that 2. Maximise environment and
promote sport and active recreation. conservation research and
4. Develop a cohesive and identifiable education opportunities.
landscape character for the Parklands. 3. Trust operations to achieve
5. Promote the Parklands as a visitor carbon neutral status.
and tourist destination. 4. Improve water quality and sustainable
water use in the Parklands.
5. Encourage community involvement
in the environmental restoration
of the Parklands.
6. Protect and enhance the Parklands’
Indigenous and Non-Indigenous
cultural heritage.
Outcomes 2020 — Prepare and implement an access plan — Increase percentage of on site water
for the Parklands. capture, reuse and recycling in recreation
— Activate an additional 5 percent (250 ha) areas and urban farming.
of the Parklands for passive recreation. — Increase percentage of renewable
— Expand capacity and attractiveness energy used in the Parklands.
of Lizard Log and Bungarribee to create — Expand the bushland corridor by
two new passive recreation hubs. an additional 6 percent of the
— Double the extent of the Parklands Parklands (330 ha).
Track network to 70 km of pathway. — Trust operations to achieve the targets
— Create a cohesive image for the for best practice as outlined in the
Parklands along its entire boundary. NSW Government Sustainability Policy.
— Implement the Parklands — Develop a clear description, baseline
design manual. data and understanding of the state of
— Facilitate provision of new sports the Parklands natural assets.
facilities as required. — Identify and protect Indigenous
— Provide various opportunities for tourists and Non-Indigenous cultural heritage
to visit and enjoy the Parklands. assets within the Parklands.
8 — Compile a comprehensive Parklands
heritage register.Principles The Parklands will be:
— enjoyable for people of all ages, cultural groups and backgrounds;
— sustainable in its management, development and promotion;
— identifiable as Western Sydney’s ’backyard’, welcoming and inclusive for all;
— educational and provide information about sustainable park management,
agriculture, recreation and a range of other activities;
— accessible to all — physically, economically, in terms of safety,
transport and other factors;
— viable economically for the Trust and for those using the land; and
— in partnership — the above can only be achieved by working together
with stakeholders and the broader community.
Culture and Urban Parkland
Participation Farming Development
and Management
1. Maximise community awareness 1. Establish sustainable urban farming 1. Deliver sustainable management
of the Parklands. in the Parklands. of the Parklands Trust’s assets.
2. Increase community use of 2. Promote urban farming as integral 2. Maximise the use and community
the Parklands. to urban futures. benefits of existing and new leased
3. Create a sense of community 3. Utilise underdeveloped land for assets in the Parklands.
ownership of the Parklands. farming in the interim prior to long 3. Develop new business opportunities to
4. Encourage children and young term parkland development. support the management and
people to use the Parklands. further development of the Parklands.
5. Reflect and respond to culturally 4. Allow for new infrastructure/utilities
diverse communities. and achieve a balance between the
6. Promote the Parklands as a recreation and aesthetic values of
cultural venue. the Parklands and the infrastructure
needs of external agencies.
— At a minimum double the number of — Increase by 8 percent (415 ha) the — Develop and implement an
visitors to the Parklands. land used for urban farming. asset management strategy.
— Increase participation in cultural events — Increase the community interaction — Lease up to 2 percent of the Parklands
conducted in the Parklands. with urban farming in the Parklands over a number of sites for business
— Increase volunteer numbers by by establishing produce markets, uses to generate income to manage
10 percent. farm gates and educational programs. the Parklands.
— Achieve visitor satisfaction ratings — Demonstrate a model of urban farming — Expand minor income generating
of 70 percent or above. on public land. opportunities in recreational areas
— Establish and develop positive such as cafes, and shelter and bike hire.
partnerships with existing farmers, — Increase visitation and use of existing
private owners and other operators leased government assets.
in the Parklands. — Allow for new infrastructure/utilities
and manage the impacts of new
infrastructure/utilities within the
Parklands.
— Provide for community facilities
as required.
9Photo: Phil Carrick Vison 10
BACKGROUND
111.1 Parklands for
Western Sydney
Pictured The Western Sydney Parklands, 21 percent of the Parklands is long
Hand weeding around new located in the heart of Western term infrastructure. The Parklands
plantings in the Cumberland Sydney, comprise a 27km corridor incorporates Prospect Reservoir and
Plain Woodland, Chandos stretching from Quakers Hills to the associated water supply canal and
Street, Horsley Park. Leppington. Figure 1 shows the pipelines, as well as electricity, gas and
Parklands today. water easements, waste services, water
storage tanks, telecommunications
The Parklands runs through the towers and other essential
three Local Government Areas of infrastructure.
Blacktown, Fairfield and Liverpool
and is adjacent to two emerging Prospect Reservoir and Prospect
residential growth centres. Nature Reserve (Special Areas) and
Warragamba pipelines, Upper Canal
Successive NSW Governments have and other adjacent lands (Controlled
spent over $400 million to date Areas) are Sydney Catchment
in acquiring the land and establishing Authority lands within the Parklands
the Trust to manage the Parklands. declared under the Sydney Water
Since 2008, this significant investment Catchment Management Act. These
in community infrastructure has been Special and Controlled Areas protect
supplemented by Government with a Sydney’s water supply and as such
further commitment of $75 million in public access is restricted.
capital grants.
Consisting of 5,280 hectares,
the Parklands will be the largest
urban parkland system in Australia
and one of the largest in the world.
In comparison, Hyde Park in London
including Kensington Gardens
comprises 253 hectares; Central
Park in New York City comprises
341 hectares; and Golden Gate
National Park in San Francisco
comprises 411 hectares.
Much of the land is still to be
developed for its long term parklands
purpose. 40 percent of the Parklands
is currently interim land uses such
as rural residential or vacant land. Extensive areas are leased for
a variety of uses including agriculture,
The Parklands is characterised by waste processing, motor sports
its diversity. Major recreation facilities and rural residential purposes,
located within the Parklands include: while about 7 percent of the
— Blacktown Olympic Park; corridor is still to be acquired
— Eastern Creek International Raceway; from private owners.
— Western Sydney International Dragway;
— Sydney International Equestrian In short, the Parklands provides
Centre; and much more than recreational space;
— Sydney International Shooting Centre. it is a critical area in Western Sydney
in terms of infrastructure, agriculture
There are also picnic grounds and water supply and other essential
at Plough and Harrow, The Dairy, community facilities.
Sugarloaf Ridge, Lizard Log,
Nurragingy, Peckys, Walder Park and The Parklands provides employment
extensive walking and cycling areas. and training opportunities in tourism,
recreation and environment and will
continue to play an important role in
providing jobs and training in these
sectors in Western Sydney over the
coming years.
12QUAKERS HILL
DEAN PARK M7
1.3km Quakers Hill Parkway
Richmond Rd
Ric
h mo
nd
M7
1.9km Rd
Power St
1km
Nurragingy Reserve
MT DRUITT Woodstock Ave
Blacktown 1.9km BLACKTOWN
Olympic Park DOONSIDE
Doonside Rd
Eastern Rd
The Rooty Hill 2.6km
ROOTY HILL Bungarribee
Great Western Highway
G rea
M4 t We
ster
EASTERN CREEK n Highwa y
Eastern Creek M4
International Raceway Prospect Nature
6.2km
Reserve
Peckys
Western Sydney
International Dragway
Prospect Reservoir
Ferr
e
rs R
Pros
pec
t Tra
d
Chandos Rd il
HORSLEY PARK Walder Park
The Horsley Drive 1.7km
Victoria St
Sydney International
Equestrian Centre Saxony Rd Lizard Log
The Horsley Drive
Rd
Moonrise Lookout
Wallgrove
4km
Sugarloaf Ridge
Villiers Rd The Dairy
CECIL PARK
Sydney International Calmsley Hill City Farm
Shooting Centre ABBOTSBURY
3.9km
Plough & Harrow
El
iza
CECIL HILLS
be
th
Kemps Creek
Dri
ve
Nature Reserve Kensington Place
Cowpa sture R
1.9km
d
Twentyseventh Ave
MIDDLETON
1.3km GRANGE
Fifteenth Ave
2km
Shale Hills
AUSTRAL M7
WEST HOXTON
Thirtysecond Ave
2.1km
HORNINGSEA
M5 y
PARK wa
gh
B r i n ge l l y R d Camde Hi
n Valley Way me
Hu
Bringelly Rd
LEPPINGTON
Figure 1 North
The Parklands Today
131.2 History of the Parklands
Pictured (from left) Much of the area now constituting The Western Sydney Parklands
Road to Prospect picnic areas the Parklands was originally identified Management Vision (2004) mapped out
adjoining Prospect Reservoir. in the 1968 Sydney Region Outline a blueprint for the future of those lands
Photo: Christine Murphy; Plan, to provide for infrastructure and that included the creation of accessible
Children and farm animals at future regional open space needs in recreation areas and the regeneration of
Calmsley Hill City Farm 2010. Western Sydney. natural bushlands as wildlife habitats.
In the 1970s, the boundaries of To create a long term management
the Parkland’s Eastern Creek and framework for the Parklands, the NSW
Hoxton Park corridors were confirmed Government introduced the Western
through inclusion in local planning Sydney Parklands Act 2006. This
instruments. Thanks to an active Act confirmed the boundaries of the
land acquisition program by the NSW Parklands and established the Western
Government, almost 70 percent of Sydney Parklands Trust (Trust) to
the current Parklands area was manage and develop the Parklands
accumulated by 1978. in partnership with other state and
In 1989, the NSW Government local government agencies within the
introduced SEPP No 29 — Western Parklands boundaries.
Sydney Recreation Area to allow for
key recreational facilities such as the The gazettal of the State Environmental
Eastern Creek International Raceway. Planning Policy (SEPP) Western Sydney
These parklands provided lands for the Parklands, in March 2009, provided the
2000 Olympic Games, with venues for statutory planning framework for the
equestrian, shooting, baseball, softball Trust and its partners to develop and
and mountain biking. manage the Parklands.
Since 2001, the NSW Government has This Plan of Management
focused on managing and developing a 2010-2020 presents the vision for
single and cohesive park. The gazettal of the Parklands and sets out prioritised
the Sydney Regional Environmental Plan actions for the Trust to implement
No 31 — Regional Parklands in 2001 over the next decade.
provided a framework to manage land
uses and development located within
and along the edges of the Parklands,
including residential developments that
had reached the Parklands’ edges.
14Timeline
1968
1970 Sydney Region Outline
1970s Plan identifies corridor
Boundaries of the for open space and
Parkland’s Eastern Creek infrastructure purposes
and Hoxton Park corridors
were confirmed through
inclusion in local
planning schemes
1980
1970s — today
Ongoing acquisition
of private land to create 1989
open space corridor SEPP No 29 — Western
and parklands Sydney Recreation
Area allowed for key
recreational facilities
2001
Sydney Regional 1990
Environmental Plan No 31
— Regional Parklands
provided a framework to 2004
manage land uses and Western Sydney Parklands
development located Management Vision
within and along the mapped blueprint for
edges of the Parklands the creation of accessible
recreation areas and
the regeneration of
2000 natural bushlands
2006 as wildlife habitats
Western Sydney
Parklands Act confirmed
the boundaries of the
Parklands and established
the Western Sydney 2007
Parklands Trust Parklands Track
completed to provide
public access to the full
2010 length of the Parklands
2008
Commencement of Western
Sydney Parklands Act,
appointment of Board 2009
Members and vesting of State Environmental
land to the Trust Planning Policy (SEPP)
Western Sydney Parklands,
provides the statutory
planning framework
2010 for the development
Completion of the of the Parklands
first Parklands Plan
of Management
151.3 Parklands Today
Pictured (this page from left) Metropolitan Context There are three sites in the Parklands
Kids Discovery Walk 2010; Greater Western Sydney is currently gazetted and reserved under
Kids on play equipment home to approximately 1.8 million the National Parks and Wildlife Act;
in Lizard Log. people and is one of Australia’s fastest Kemps Creek Nature Preserve, Western
Photo: Phil Carrick Vision. growing regions. It is Australia’s third Sydney Regional Park, and Prospect
Pictured (opposite from left) largest economic region. Nature Reserve. Separate Plans of
Clancy Catholic College Tree Management will be prepared for each
Planting Day at Shale Hills 2009; The Parklands provides an open space site and adopted by the Minister for
Senior’s Week Nature Walk 2010; link between Sydney’s North West and the Environment.
Cycling at Lizard Log. South West Growth Centres, and acts
Photo: Phil Carrick Vision. as a major service corridor containing The Metropolitan Plan for Sydney 2036
significant components of Sydney’s (December 2010) sets out the Parklands’
trunk infrastructure. role in providing valuable regional open
space for new communities expected in
The Parklands is a major contribution the North West and South West
to the NSW State Plan’s priority, E8: Growth Centres, as well as the rest of
More people using parks and reserves, Western Sydney.
participating in sport, recreation
and cultural facilities and E4: Better According to the Plan, the
environmental outcomes for native Parklands provides a best practice
vegetation, biodiversity of lands and demonstration of integrated urban
rivers. parkland for the 21st century by:
— providing regional environmental
The Trust operates the Parklands for and conservation opportunities;
community use and will continue to — protecting and promoting ongoing
develop facilities and programs for agriculture in suitable areas;
community involvement and enjoyment — developing park tourism and
whilst also improving the quality of the commercial uses on sites along
biodiversity in the Parklands. the major transport corridors;
— maintaining secluded areas for
interaction with nature; and
— delivering significant regional
community and recreation facilities.
16In addition to the extensive adjacent Community Context Studies by University of Western Sydney
industrial areas of Smithfield, Arndell The places, activities, services and indicate that, while the Western Sydney
Park and Wetherill Park, new employment programs within the Parklands need region has reasonable access to open
areas identified along the boundaries to reflect this fast-growing, young space, the type, quality and range of
of the Parklands include the Western and culturally diverse population. facilities provided requires improvement.
Sydney Employment Area, located at Significant factors to be considered
the intersection of the M7 and M4 include the following: Long term trends, including population
Motorways. This Employment Area — The need to provide educational growth and the popularity of larger
has the potential to employ a total opportunities in environmental dwellings relative to lot size, will
of 40,000 workers and to change the management and conservation, continue to diminish the amount of
nature of the land use and transport as well as agriculture, recreation, private open space available. This
patterns along the boundaries of hospitality and other areas. reinforces the importance of the
the Parklands. Parklands as a regional open space
destination and recreation resource.
Future population and employment — The importance of access to outdoor In addition, the Parklands can play an
growth will need to be supported by physical activity to address community important role in providing employment
additional public transport services. health issues. and training opportunities in the tourism,
Existing services in Western Sydney are — The need to cater to families recreational, environment and business
largely focused on Sydney’s CBD, with including parking and public transport sectors in Western Sydney.
few cross-regional services. The lack requirements.
of public transport limits the options — The need to take into account the
to access the Parklands. area’s cultural diversity, and to
encourage greater understanding
between cultural groups.
— The need to cater to a significant range
of income groups.
17North West
Growth Centre Rouse Hill
Hornsby
Castle Hill
Penrith Br
Mt Druitt Blacktown
Ch
Parramatta
Prairiewood
Fairfield
Cabramatta Key
Western Sydney
Parklands
Bankstown G
Liverpool
Regional City
South West
Growth Centre Major Centre –
Existing
Leppington
Major Centre –Kogarah
Hurstville
Planned
Major Centre –
Potential
Declared
Sutherland
Wilderness
National Park
Campbelltown State Conservation
Areas
Regional Open
Space
Figure 2
Metropolitan Context Open Space
Urban Area
18“We require these patches of nature for Pictured (from left)
Cycling at Sugarloaf
our mental health and spiritual resilience. Ridge; Picnic in the
Parklands. Photo:
Future generations, regardless of whatever Phil Carrick Vision.
recreation or sport is in vogue, will need
nature all the more.”
Richard Louv Last Child in the Woods 2006
The Western Sydney Parklands Non-Indigenous Heritage
Biodiversity Restoration Strategy 2008 The Parklands’ Non-Indigenous heritage
provides a framework for the restoration derives from its location on the route
of the ecological values of the to South Creek and the Blue Mountains,
Parklands and prioritises actions for and from early grazing and farming
ongoing environmental management along Cowpasture Road. The Parklands
of the Parklands. includes market gardens, former military
places and major infrastructure such as
Indigenous Heritage reservoirs and service infrastructure. Key
The Cumberland lowlands that cover heritage sites include Prospect Reservoir,
most of Western Sydney is one of the Upper Canal, The Rooty Hill, Bungarribee
most artefact rich landscapes in Australia Farm Homestead complex archaeological
and is dominated by scatters of artefacts site, Eastern Creek and the rural ridgeline
that are known to be concentrated along through Fairfield and Liverpool Local
the margins of freshwater creeks. Eastern Government Areas.
Creek which is central to the northern
half of the Parklands has evidence of The Parklands provides an opportunity
important open artefact sites. for Western Sydney and the broader
community to learn about the region’s
The Parklands falls within the interests European heritage and later layers
of the Darug people and the Deerubbin of history, as well as celebrating the
Natural Environment and Landscape and Gandangara Local Aboriginal cultural diversity of Western Sydney.
Located on the Cumberland Plain, Land Councils.
the Parklands contains examples of the
Cumberland Plain environment as it was
prior to European contact.
These habitat areas and corridors contain
threatened and endangered species
which are protected under State and
Commonwealth legislation. Conservation
of these areas and the species within are
critical to maintaining the natural heritage
of Western Sydney against the pressures
of continued growth and development
within the region.
The Parklands also contain the
headwaters of Eastern Creek, as a
tributary of the Hawkesbury-Nepean.
The north-south ridgeline in the
Parklands is the catchment boundary
between the Hawkesbury-Nepean,
Georges River and Parramatta
River catchments.
19Western Sydney
Data Snapshot
27% of the population are children
aged 0-11 years
19% of the population are young
people aged 12-24
1/3 of the population
were born overseas
27%
of the population were
from non-English speaking
backgrounds
1.4% of the population are
Indigenous people
76% of households are families
By 2031 the Western Sydney Region is estimated to
accommodate an additional 350 ,000 new dwellings, which
equates to 60 percent of the wider Sydney Metropolitan area.
This equates to an additional 889,300 people in the Region.
The population to the south of the Parklands is expected to
increase by 113.1 percent in the next 30 years. In the north
it is expected to increase by 51.8 percent.
Source: Metropolitan Strategy
Review 2036 Discussion
Paper, NSW Planning and
NSW Statistical Local Area
Population Projection,
20 2006–2036, NSW Planning.1.4 Operational Context
Parklands around the world are Funding Context “Large parks… are
acknowledged as vital leisure resources The Trust has been established
for the urban community. Globally, as a self funded agency. To fully complex, dynamic
parklands managers acknowledge the implement this Plan including
link with the broader issues facing our developing facilities, programs and systems… The trick
individual societies. For instance, by environmental initiatives, the Trust
helping promote healthy and active is developing an income stream of is to design a large
lifestyles, parklands can play a vital $10 million per annum within the
role in fighting the increasing prevalence 10 year life of this Plan. In order park framework that
of lifestyle diseases such as obesity, to achieve this goal a significant
heart disease and diabetes. portion of income will be derived is sufficiently robust
from developing long term leases
for business purposes on 2 percent to lend structure
of its land over the long term to be
able to deliver its mandate to create and identity whilst
the largest parkland in Australia. The
Trust will also supplement its income having sufficient
through recreation activities such as
tourism, and venue and bike hire. pliancy and ‘give’
Key Assumptions to adapt to changing
The strategic thinking in this Plan
has been based on a number of demands and
assumptions. These assumptions
are outlined below. ecologies over time.”
— All of the Trust’s land within the James Corner Large Parks 2007
Parklands remain as set out in the
Western Sydney Parklands Act.
— Outstanding acquisitions of remaining
private land will continue under the
Western Sydney Parklands SEPP.
— The Trust will continue to fund its own
operational costs.
Environmental challenges, such as — Existing infrastructure and easements
climate change and resource depletion, will remain in place and agencies
will change how communities use and will continue to plan for their
perceive the Parklands. To respond to expansion to meet the needs of
these challenges, measures such as infrastructure in the Sydney Basin.
improving transport to and from the — Major Parklands infrastructure
Parklands, improving water management will be of a regional scale.
techniques, and promoting up-to-date — The current statutory framework for
sustainable park management practices the Parklands such as the SEPP and
will be important. Western Sydney Parklands Act remain
in place.
In addition, the Parklands faces — Objectives and timelines as put
a range of specific issues requiring forward in the State Plan and
complex management strategies, Metropolitan Plan for Sydney continue
many of which relate to its large scale to provide context to this Plan.
and the diversity of uses within and
adjacent to the Parklands.
Pictured (above)
Dam in Parklands,
Cecil Hills. Photo:
Radar Creative. 211.5 Best Practice in Parklands
Management
Globally, park managers are facing Outlined below are some examples of
best practice in parks management which
an array of issues and opportunities. are informing the Trust’s management
priorities and approach.
To deliver the best possible result for
Community Health and Wellbeing
the people of Sydney, the Western It is well documented that increasingly
sedentary lifestyles are leading to a
Sydney Parklands Trust is learning from range of health problems — mental
and physical — that hinder productivity
the experiences and examples of other and community wellbeing (The Value of
Parks, Parks Forum 2008). By providing
parklands, through sharing experiences spaces for recreation and cultural
activities, parks have the capacity to
and practices through a range of improve community health and wellbeing.
professional bodies and forums.
Central Park, New York City
contains an abundance of high
Pictured (this page) quality facilities, provides extensive
Mangrove walk at Bicentennial Park sports and recreation programs, hosts
Photo: Paul Wright diverse cultural programs and events
© Sydney Olympic Park Authority and provides a valuable resource for
Image courtesy of Sydney Olympic the 48,000 school children located
Park Authority in the area. (Valuing Central Park’s
Pictured (opposite from left) Contributions to New York City’s
Aerial view of Cockatoo Island, Economy, Appleseed 2008)
Sydney Harbour. Photo: Sydney
Harbour Federation Trust; Golden Productivity
Gate National Park Fort Mason Growing community interest in eating
Oval. Photo: Christine Murphy. locally grown food has led to numerous
partnerships between local growers
and communities. These ensure the
maintenance of agricultural land through
sustainable farming practices, and also
create opportunities for a range of
education and food tourism programs.
22Conservation and Parks Usage
The Canadian Farm Folk/ Climate Change As our urban population grows, the
City Folk Society is a non-profit Population growth, diminishing experiences people expect from parks
society that works with farm and city biodiversity and climate change are also evolve. Through innovative and
to cultivate a local, sustainable food increasing threats to native eco-systems. multi-faceted offerings, park managers
system. They develop and operate Parks can respond by expanding areas of can deliver unique experiences, which
projects that provide access to and natural habitat within their boundaries to will also assist in achieving economic
protection of agricultural land; that provide refuges for wildlife. Parks may and management goals.
support local growers and producers; also be able to provide eco-linkages,
and that educate, communicate and such as wildlife corridors, that extend
celebrate with local food communities beyond their own boundaries. Cockatoo Island, Sydney Harbour,
(www.ffcf.bc.ca). is a former imperial prison, industrial
Parks form the core of a new, school, reformatory, gaol and dockyard.
Funding innovative approach to conservation It is now a park managed by the Sydney
With park managers increasingly that is establishing habitat linkages Harbour Federation Trust and offers
under pressure to generate funds for through vegetation corridors across the opportunity to camp in the middle
continuing parkland maintenance and the landscape, on public and private of Sydney Harbour. The campground
development, examples of parks utilising lands. Many scientists view ‘connectivity provides the community with a unique
their assets to create a range of income conservation’ as the best way of city experience and generates revenue
streams are very instructive. maximising nature’s resilience against for the Trust. The island provides a
climate change and other threats. venue for entertainment and tourism
(The Value of Parks, Parks Forum 2008) activities as well as running a vibrant
Cornwall Park is located in the central arts, heritage and cultural program.
residential area of Auckland, New (www.cockatooisland.gov.au).
Zealand. The park generates income Bicentennial Park, Homebush Bay
from a range of uses including a Sydney, was created in the 1980’s in Brand and Communication
working farm element that includes time to celebrate Australia’s Bicentenary Increasingly, the concept of the park
cattle and sheep. Another key income in 1988. The Park is part of Sydney “brand” is crucial in attracting not only
stream is the subdivision of a large Olympic Park and is a 100 hectare natural patrons, but also funding from a range
portion of the site under a 21 year heritage site that includes important of sources. Branding should be clear and
renewable lease agreement. The wetland, vegetation and environmental recognisable, and applied to all products
income produced has been responsible linkages and natural systems and offers and programs. All communication
for meeting the development and visitors recreation, nature based tours, materials should also be streamlined,
maintenance costs of the park. environmental education and outdoor up to date and branded.
event experiences.
Online information is an increasingly
important way to communicate with
park users: a high quality, user-friendly,
interactive website is therefore crucial.
The internet also allows parks to
participate in ‘partner hubs’ with
other parks around the world.
The Golden Gate National Park
Conservancy, California, USA has a
clear brand and image. Its products,
such as E-ventures, a monthly electronic
update on park news and events, is
both sophisticated and user friendly.
(www.parksconservancy.org).
231.6 Key Challenges
Pictured (from left) The Parklands and Trust face a The Parklands seeks to learn from
Lizard Log playground. number of challenges over the next the development and operations of
Photo: Phil Carrick Vision; decade. These include: other parks in order to manage the
Planting Day at overarching challenges it faces, as
Glendenning 2010. — the large scale of the Parklands; well as specific challenges that face
— the diversity of land uses within the the Parklands in the future.
Parklands, including farming, waste
management, recreation, bushland
and trunk infrastructure;
— the need to raise the community’s
awareness and understanding
of the Parklands;
— the varying needs and expectations of
the diverse and fast growing existing
and new community accessing the
Parklands;
— use of Parklands for illegal trail bike
riding, and dumping of waste;
— finding ways to maintain sustainable
environments, including bushland
and urban farming, in the middle of
Australia’s largest city;
— the need for more public transport to
and from the Parklands;
— engaging with the health challenges
facing the community; and
— creating a sustainable business model
for large scale and diverse parklands.
24STRATEGIC DIRECTIONS
252.1 Vision
Western
Sydney
Parklands
is a place for people of all backgrounds to
meet, celebrate, learn, play and appreciate the
environment. The Parklands will be a venue
for communities to create and manage a new
sustainable future on the Cumberland Plain
262.2 Principles
The Trust makes a commitment to the community to
ensure that the Western Sydney Parklands reflect the
principles of being:
— enjoyable for people of all ages, cultural groups
and backgrounds;
— sustainable in its management, development
and promotion;
— identifiable as Western Sydney’s ‘backyard’, welcoming
and inclusive for all;
— educational and provide information about sustainable
park management, agriculture, recreation and a range
of other activities;
— accessible to all — physically, economically,
in terms of safety, transport and other factors;
— viable economically for the Trust and for those using
the land; and
— in partnership — the above can only be achieved
by working together with stakeholders and the
broader community.
272.3 Strategic Directions 28
This Plan of Management is structured around five key
Strategic Directions, each of which contains a number of
Outcomes to be achieved.
Each Direction also contains detailed Objectives and
Actions to be implemented in order to help achieve
the Outcomes.
By regularly reviewing its progress against the Outcomes,
the Trust will be able to measure how successfully it is
delivering its Vision.
The Plan sets out the actions for the next 10 years. Some
aspects of the Vision will go well beyond the 10 years of
this Plan.
The Strategic Directions are:
Recreation and Parkland Infrastructure
Environment and Conservation
Culture and Participation
Urban Farming
Parklands Development
and Management
29Recreation and Parkland
Infrastructure
The Trust will work towards providing the highest quality sport, passive
and active recreation facilities, programs and infrastructure.
Parklands Now 2020 Outcomes
— Strong north-south track network — Prepare and implement an access plan
with need to improve circulation for the Parklands.
and access to surrounding areas.
— 5 percent (264 ha) of Parklands — Activate an additional 5 percent (250 ha)
used for passive recreation. of the Parklands for passive recreation.
— Plough and Harrow fully developed — Expand capacity and attractiveness
recreational hub at peak capacity of Lizard Log and Bungarribee to create
in the Parklands. Lizard Log and two new passive recreation hubs.
Bungarribee have capacity
to be significantly expanded.
— 35 km of Parklands Track. — Double the extent of the Parklands
Track network to 70 km of pathway.
— Not all of the Parklands’ 78 km — Create a cohesive image for the
boundary is clearly marked as being Parklands along its entire boundary.
within the Parklands.
— The Parklands has inherited — Implement the Parklands design manual.
design elements which are a legacy
of different development styles,
times and previous owners.
—8 percent (422 ha) of Parklands — Facilitate provision of new sports
used for sports. facilities as required.
— Limited tourism opportunities. — Provide various opportunities for tourists
to visit and enjoy the Parklands.
To achieve these outcomes, the Trust will undertake the following actions.
Objective 1: Objective 2: Objective 3:
Improve access Create varied park Create venues and
to the Parklands spaces that encourage spaces that promote sport
Key actions: passive recreation and active recreation
1. Develop and implement an access plan Key actions: Key actions:
for the Parklands to improve walking, 1. Enhance and maintain recreation 1. Work with Councils to identify
cycling and vehicle links between the hubs at: opportunities and facilitate the
Parklands Precincts and continue — Nurragingy; development of sport and active
enhancing the Parklands track network — Bungarribee; recreation hubs at Eastern Creek
with new loop routes. — Lizard Log; and (Blacktown Olympic Park), Leppington
2. Work with transport agencies to improve — Plough and Harrow. and Austral.
public transport to the Parklands. 2. Create a range of regional distinctive, 2. Position the Parklands as a regional
3. Work with local Councils, the varied play spaces — nature-based, destination for active sports, by
RTA and M7 Motorway operators structured and unstructured. expanding current activities such
to create better links with 3. Provide spaces and facilities that as horse riding, and introducing new
neighbouring communities. encourage families and community activities such as mountain biking.
4. Work with the road and rail groups to meet in an outdoor 3. Capitalise on existing venues such as
government authorities, and Councils environment. Eastern Creek International Raceway,
to improve access and signage to and 4. Work with Councils and Police to Western Sydney International Dragway
from the Parklands from major roads, maintain the Parklands’ reputation and the Sydney International Equestrian
railway stations and key facilities. as a safe, crime-free environment. and Shooting Centres by diversifying and
5. Develop a transport overlay enhancing activities at these venues.
for special events that includes
public transport and ‘park and ride’.
30Objective 4: Objective 5:
Develop a cohesive and Promote the Parklands
identifiable landscape character as a visitor and tourist destination
for the Parklands Key actions:
Key actions: 1. Develop relationships with
1. Prepare a landscape strategy public and private tourism
to guide capital works within agencies to explore opportunities.
the Parklands. 2. Promote the Parklands as a
2. Develop a Parklands design regional destination through
manual to govern future capital marketing of activities such
works and achieve best practice as agriculture and sport.
in design and sustainability. 3. Encourage investment in supporting
3. Define and maintain a cohesive infrastructure such as a range
image for the Parklands from of tourist accommodation.
the adjacent roads and properties
along its boundary.
4. Develop a public art strategy
that is appropriate for the
Parklands and its community.
31Environment and
Conservation
The Trust will develop, manage and conserve the Parklands using best practice
and inclusive sustainable practices.
Parklands Now 2020 Outcomes
— Limited on site water capture, — Increase percentage of on site water capture,
reuse and recycling in recreation reuse and recycling in recreation areas and
areas and urban farming. urban farming.
— Limited use of renewable energy — Increase percentage of renewable
in the Parklands. energy used in the Parklands.
— 1,056 ha of Parklands is bushland. — Expand the bushland corridor by an additional
6 percent of the Parklands (330 ha).
— Limited implementation of targets — Trust operations to achieve the targets
set out in the NSW Government for best practice as outlined in the NSW
Sustainability Policy as relating Government Sustainability Policy.
to water consumption, energy use,
and waste management.
— The current data is high level — Develop a clear description, baseline data
and needs updating and expanding. and understanding of the state of the
Parklands natural assets.
— Limited information currently available — Identify and protect Indigenous
on cultural and historical assets. and Non-Indigenous cultural heritage assets
within the Parklands.
— Informal heritage register with — Compile a comprehensive Parklands
limited information. heritage register.
To achieve these outcomes, the Trust will undertake the following actions.
Objective 1: Objective 2: Objective 3:
Secure a bushland corridor along Maximise environment and Trust operations to achieve carbon
the entire length of the Parklands to conservation research and neutral status
improve biodiversity education opportunities Key actions:
Key actions: Key actions: 1. Develop and implement a Parklands
1. Research, map and understand the 1. Further develop an ongoing operation plan that will address
quality of the Parklands natural monitoring program. waste management, energy and
systems and assets. 2. Work with partners on case study water resources and use of materials.
2. Continue implementing, reviewing research projects. 2. Work with the tenants and
and updating the Biodiversity 3. Work with research agencies stakeholders to reduce the Parklands’
Restoration Strategy. and educational organisations carbon footprint.
3. Maintain ongoing protection to promote the exchange of
and enhancement of core habitats, information across the Western
including weed, feral animal control Sydney community.
and fire management.
4. Deliver key projects, including the
restoration of the Cumberland Plain
Woodland and linking areas
of existing core habitats.
5. Create a register of the Parklands’
natural assets to be incorporated
into the asset management strategy.
6. Implement the Bush Fire Management
Strategy for the Parklands for safety
and biodiversity outcomes.
7. Work with external groups
on restoration and recovery initiatives
such as bio-banking.
32Objective 4: Objective 5: Objective 6:
Improve water quality and Encourage community involvement Protect and enhance the Parklands’
sustainable water use in in the environmental restoration Indigenous and Non-Indigenous
the Parklands of the Parklands cultural heritage
Key actions: Key actions: Key actions:
1. Work with a range of partners 1. Establish a volunteer program 1. Develop partnerships with local
to improve water quality in to involve the local and broader Indigenous individuals and groups
Eastern Creek and other community in the restoration process. to understand, protect and
water bodies. 2. Work with partners to develop celebrate the Indigenous heritage
2. In partnership, investigate and and implement an environmental and cultural values of the Parklands.
implement water harvesting and education and training program. 2. Work collaboratively with local
recycling systems. 3. Promote opportunities for children and state heritage groups and
3. Ensure sustainable water principles and young people to interact agencies to ensure the Parklands’
and practices are integral with nature. Non-Indigenous heritage is
to the design and operations considered in future planning.
of the Parklands. 3. Develop partnerships to interpret
the Parklands’ cultural heritage,
and to uncover and promote
further aspects of the area’s
cultural heritage.
4. Develop a consolidated
Parklands heritage register to
be incorporated into Parklands
asset management strategy.
33Culture and Participation
The Trust will work with its partners to provide spaces, facilities and programs
catering for people representing a wide range of cultures, abilities and backgrounds.
Parklands Now 2020 Outcomes
— 1.6 million people visit the Parklands — At a minimum double the number
per annum. of visitors to the Parklands.
— Little opportunity to participate — Increase participation in cultural events
in cultural events in the Parklands. conducted in the Parklands.
— Little opportunity for volunteering — Increase volunteer numbers
in the Parklands. by 10 percent.
— Limited testing of visitor satisfaction. — Achieve visitor satisfaction ratings
of 70 percent or above.
To achieve these outcomes, the Trust will undertake the following actions.
Objective 1: Objective 2: Objective 3:
Maximise community awareness Increase community Create a sense of community
of the Parklands use of the Parklands ownership of the Parklands
Key actions: Key actions: Key actions:
1. Enhance public awareness and 1. Create a calendar of programs 1. Create volunteering opportunities
engagement through a public and activities that increases in areas such as education, recreation
relations program utilising visitor numbers through multiple and the environment.
diverse activities designed to appeal return visits. 2. Establish community and web based
to all sections of the community. 2. Develop and promote diverse forums to build two-way relationships
2. Strengthen relationships with key programs and events to attract with Parklands stakeholders.
stakeholders through a stakeholder a variety of users across a broad 3. Engage directly with Parklands
engagement strategy. range of age groups. neighbours and private landowners
3. Liaise with other park bodies in 3. Develop activities that encourage in the Parklands.
Australia and overseas to promote visitors to use the Parklands Precincts 4. Develop a ‘Friends of the
the Parklands activities and programs. and areas. Parklands’ program.
4. Develop a unique Parklands 4. Promote the Parklands as a 5. Maintain feedback opportunities
brand to be applied consistently venue of choice for organisations for visitors.
across all activities and programs and community groups.
with a distinctive ‘look and feel’.
34Objective 4: Objective 5: Objective 6:
Encourage children and young Reflect and respond to culturally Promote the Parklands
people to use the Parklands diverse communities as a cultural venue
Key actions: Key actions: Key actions:
1. Develop educational programs 1. Provide facilities that meet the 1. Connect with cultural events,
and activities including schools needs of diverse cultural groups. exhibitions and programs across
and youth organisations focused 2. Work with cultural groups and the wider metropolitan area.
on the environment, urban farming organisations to develop a program 2. Provide venues for a range of events
and healthy lifestyles. of events and opportunities that will and activities.
2. Use new technologies including help build strong connections between 3. Partner with appropriate agencies to
communications and interactive these communities and the Trust. develop and provide cultural programs.
technologies to engage with children 3. Develop communications material
and young people. and processes for non-English
3. Create nature-based spaces that speaking people.
encourage play and creativity.
35Urban Farming
The Trust will protect and promote the Parklands as a valuable urban agricultural
setting, with benefits for recreation, tourism, education and the local economy.
Parklands Now 2020 Outcomes
— 2 percent of public land in — Increase by 8 percent (415 ha) the
the Parklands is being farmed. land used for urban farming.
— Community interaction with — Increase the community interaction
urban farming in the Parklands is with urban farming in the Parklands
limited to Calmsley Hill City Farm’s by establishing produce markets,
educational program. farm gates and educational programs.
— Limited amount of public land —Demonstrate a model of urban farming
in the Parklands is being farmed. on public land.
— Existing farmers operating within — Establish and develop positive
the Parklands. partnerships with existing farmers,
private owners and other occupants
in the Parklands.
To achieve these outcomes, the Trust will undertake the following actions.
Objective 1: Objective 2: Objective 3:
Establish sustainable urban Promote urban farming as Utilise underdeveloped land for
farming in the Parklands integral to urban futures farming in the interim prior to long
Key actions: Key actions: term parkland development
1. Establish agricultural uses 1. Continue supporting Calmsley Key actions:
at appropriate locations within Hill Farm’s educational program, 1. Work with agencies to achieve
the Parklands. including programs linking to the an understanding of long term
2. Recognise the status of farming wider Parklands. infrastructure development
on private landholdings within 2. Attract community based agricultural within the Parklands, in order
the Parklands. training programs and activities. to identify opportunities for
3. Work with existing and new 3. Partner with research and industry interim farming operations.
farmers to promote sustainable organisations to research and develop 2. Plan for the transition between
practices through improved farm issues around urban farming and land identified as interim farming
management. sustainable technology. operations and long term recreational
4. Use initiatives such as farmers 4. Encourage community participation and environment uses.
markets and farm gate sales to in an urban farming program, its
promote sustainability. activities and events.
5. Build relationships with other
Sydney basin and regional
farming operations.
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