Powered by TCPDF (www.tcpdf.org) Draft Greater Sydney Region Plan Submission_id: 31452 Date of Lodgment: 15 Dec 2017 Origin of Submission: Online Organisation name: UNSW Sydney Organisation type: Other First name: David Last name: Goodwin Suburb: 1466 Submission content: Covering letter uploaded Detailed submission uploaded Number of attachments: 2
DRAFT GREATER SYDNEY REGION PLAN UNSW Detailed Submission Heading/Objective Page Key Issues for UNSW & Randwick Comments and Actions Vision to 2056 6 Innovation precinct The Eastern Harbour City will build an innovation precinct that will boost productivity and global connections. The innovation precinct concept is not clearly explained or defined in the draft Plan. References are also made to an 'Innovation Corridor' (Figure 31 on page 87) and 'Innovation Districts' (page 99). The innovation precinct concept is introduced in the Plan The Plan on a page 10 & 11 Map of the Greater Sydney Region Plan Randwick is shown as a Health and Education Precinct. Strategic Centres are shown separately. Collaboration Areas are not shown. UNSW has established the Centre for Innovation and Entrepreneurship, initiated over 100 student start ups, innovation incubators and accelerators, nation research centres of excellence, embedded industry engagement and an expansive national and international reach and collaboration. In addition, the economic contribution of UNSW is over $158 billion annually to the national economy from research impact. An Innovation Precinct/District designation is therefore considered appropriate for the Randwick Health and Education Precinct/Collaboration Area. However, from the discussion on pages 97 101 and Figures 37 and 38, it is unclear what role innovation currently plays in Randwick, or the Precinct s role now or in the future as an Innovation Precinct in addition to its designation as a Collaboration Area. It is unclear from the map and elsewhere in the draft Plan that Health and Education Precincts are also Strategic Centres (e.g. Figure 16 on page 53 and Figure 39 on page 105 show Randwick as a Strategic Centre only). Additionally, Table 2 on page 35 indicates Randwick as a Collaboration Area 1
Objective 1: Infrastructure supports the three cities Objective 2: Infrastructure aligns with forecast growth Objective 3: Infrastructure adapts to meet future needs Objective 4: Infrastructure use is optimised Objective5: Benefits of growth realised by collaboration of governments, community and business Objective 6: Services and infrastructure meet communities changing needs 27 33 Planning for infrastructure Strategy 1.1: Prioritise infrastructure investments to support the vision of a metropolis of three cities. Figure 7: Growth infrastructure compact. Infrastructure funding mechanisms. Use of the Commission's Infrastructure Delivery Committee to align planning for growth with the provision of infrastructure. Strategy 2.1: Align forecast growth with infrastructure Strategy 2.2: Sequence infrastructure provision using a place based approach. Strategy 3.1: Consider the adaptability of infrastructure and its potential shared use. Strategy 4.1: Maximise the utility of existing infrastructure assets and consider strategies to reduce the demand for new infrastructure. 35 Priority Collaboration Areas Table 2: 2017 18 Randwick health and education precinct. Action 1: Identify, prioritise and deliver Collaboration Areas. 42 Public land for social infrastructure Strategy 6.2: Optimise the use of available public land for social infrastructure. Randwick Health and Education Precinct/Strategic Centre/Collaboration Area that considers: A governance framework that includes the Commission's Infrastructure Delivery Committee Use of the growth infrastructure compact Appropriate funding mechanisms Alignment of projected growth with the provision of infrastructure Alignment of the Infrastructure Plan with a Place Strategy The adaptability of infrastructure and its potential shared use Maximising the utility of existing infrastructure Reducing the demand for new infrastructure by influencing behaviour changes In Table 2 it is unclear what deliverables are expected by the dates in the Table. Action 1 is supported however, delivery dates for an Infrastructure Plan and Place Strategy should be indicated for each Collaboration Area. Randwick Collaboration Area that includes optimising the use of available public land for social infrastructure. 2
Objective 7: Communities are healthy, resilient and socially connected Objective 9: Greater Sydney celebrates the arts and supports creative industries and innovation 43 Healthy, resilient and socially connected communities Strategy 7.1: Provide walkable places with active street life and a human scale; co locate schools, social, health, sporting, cultural and shared facilities. 45 Creative arts and industries Strategy 9.1: Facilitate opportunities for creative and artistic expression and participation Randwick Collaboration Area that includes: Walkable places with active streets Opportunities for the co location of schools, social, health, sporting and cultural facilities Randwick Collaboration Area that includes: Creative arts and cultural enterprises and facilities leveraged off the activities of UNSW and NIDA Development of the night time economy leveraged off UNSW and the local town centres of Randwick, Kensington and Kingsford Objective 10: Greater housing supply 49 55 Housing locational criteria and strategies The Commission proposes locational criteria for urban renewal opportunities. Action 2: Prepare housing strategies. A housing strategy is to be prepared by Randwick City Council. Randwick Collaboration Area that optimises new housing opportunities using locational criteria proposed by the Commission e.g.: Key nodes along the Anzac Parade light rail corridor (Kensington and Kingsford town centres) Accessibility to jobs (e.g. UNSW and the Hospitals) Accessibility to regional transport (Anzac Parade light rail corridor) Catchment areas within walking distance of light rail and bus stops (e.g. the local town centres of Kensington, Kingsford and Randwick) A housing strategy should be complementary to the Place Strategy and Infrastructure Plan and include: 3
A mix of types, mix of apartments, residential aged care, key worker housing, student accommodation and group homes. Enable easy access to jobs in the three local town centres, UNSW and Randwick hospitals. Objective 11: Housing is more diverse and affordable Objective 12: Great places that bring people together Figure 16: Map of future housing Randwick is shown as a Strategic Centre. 58 Affordable Housing Further opportunities for planning to support housing affordability and diversity measures. 63 Great places Strategy 12.1: Deliver great places. Strategy 12.2: In Collaboration Areas provide for adaptable car parking and consider public transport access. It is unclear from Figure 16 and the draft Plan that some Strategic Centres are also Health and Education Precincts (see comments above in response to pages 10 & 11). Five, 10 and 20 year housing strategies for the Randwick LGA should be prepared by Council in consultation with UNSW and Health Infrastructure NSW to ensure that demands for student and key worker accommodation within the Randwick Collaboration Area are met. Also see comments above in response to pages 49 55. Randwick Collaboration Area that: Prioritises a people friendly public realm and open space Balances the dual role of streets as places for people and movement Provides high amenity and walkability Integrates social infrastructure and provides community hubs Uses a place based collaborative approach throughout 4
Considers precinct based adaptable car parking in lieu of private parking Considers the level of access by public transport Objective 14: A metropolis of three cities integrated land use and transport creates walkable and 30 minute cities Objective 15: The Eastern GPOP and Western Economic Corridors are better connected and more competitive Objective 18: Harbour CBD is stronger and more competitive 72 73 Walkable and 30 minute cities Strategic Centres provide residents with a 30 minute public transport access to jobs. Within Strategic Centres, activities are co located with housing to create walkable neighbourhoods. Strategy 14.1: Integrate land use and transport plans to deliver the 30 minute city Strategy 14.3: Support innovative approaches to improve transport network performance 76 The Eastern Economic Corridor The major assets of the corridor include four major university campuses and four principal referring hospitals. The CBD and South East Light Rail will improve connections to the health and education precinct at Randwick and better connect it to the corridor 87 Camperdown Ultimo Collaboration Area Action 7: Support the growth of the Camperdown Ultimo Collaboration Area. Randwick Collaboration Area/Strategic Centre that: Delivers a 30 minute centre Creates walkable neighbourhoods Encourages UNSW, schools and the Randwick hospitals to promote flexible study and work hours and travel behaviour change to leverage off peak spare capacity of the transport network It is unclear from page 76 (and Figures 39 and 58 later in the draft Plan) whether Randwick is with in the Eastern Economic Corridor or not. Given that the Randwick Collaboration Area contains two UNSW campuses, a TAFE, four major hospitals, in addition to its role as a centre for research and innovation (see Figure 38 on page 101) it should be included in the Economic Corridor. It is noted that A Plan for Growing Sydney more generally defines a Global Economic Corridor that includes Randwick. It is not clearly explained in the new draft Plan why this concept and its designated area has changed. The Commission s approach to the Camperdown Ultimo Collaboration Area as opposed to that of Randwick in the draft Plan is not understood. The approach should be the same for both. For example, it is unclear why Camperdown Ultimo is the only Collaboration Area to have a specific action in the draft Plan together with undertakings by the Commission. 5
Furthermore, the wording of Action 7 is equally applicable to Randwick (Figure 22 in the Revised Draft Eastern City District Plan) e.g.: The Commission will lead private, government and educational sector stakeholders in the ongoing planning of the Collaboration Area through the preparation of a Place Strategy Innovation Corridor Figure 31 Innovation Corridor, Harbour CBD This multi stakeholder approach will support and leverage existing infrastructure to improve urban amenity to grow jobs and business opportunities Figure 31 indicates an area that is conceptually most unlike a corridor. Objective 21: Internationally competitive health, education, research and innovation precincts. 97 101 From health and education precincts to Innovation District Figure 36: Health and education precincts. The most successful health and innovation precincts are described as Innovation Districts. There are three key stakeholders government, academia and business. Strategy 21.1: Develop and implement land use and infrastructure plans Furthermore, with reference to the comment above in response to page 6, the draft Plan has already introduced the concept of an innovation 'precinct'. This concept is not clearly explained or defined in the Plan. There is further confusion when subsequent references are made to an 'Innovation Corridor' as in Figure 31 and 'Innovation Districts' on page 99. The Plan should refer to either an Innovation Precinct or Innovation District, explain clearly what it is, and rename Figure 31 to avoid confusing the Innovation Corridor with the Eastern Economic Corridor shown on Figure 39. It is unclear from Figure 36 and elsewhere in the draft Plan that Health and Education Precincts are also Strategic Centres (see comments above in response to pages 10 & 11 and 53). Having previously referred to innovation precincts (pages 6 and 98) and an innovation corridor (page 87), the draft Plan now introduces Innovation Districts. The Plan should refer to either an Innovation Precinct, or an Innovation District and clearly explains what it is. 6
Figure 37: Maturity pathway for health and education precincts. Figure 38: Characteristics of selected health and education precincts. Figure 37 is overly complicated. The term Innovation District is confusing the draft Plan having previously referred to an Innovation Corridor and Innovation Precinct. Furthermore, from both Figures 37 and 38, it is unclear what role innovation currently plays in Randwick and the Precinct s status as an Innovation Precinct in addition to a Collaboration Area (see comments above in response to page 6). Figure 38 reinforces the concern expressed above in the comment in response to page 87 and Action 7. In comparing the four health and education precincts in the Figure, it is unclear why Camperdown Ultimo has a specific Action in the Plan (as a Collaboration Area), but not Randwick. The governance of the Randwick Health and Education Precinct should involve a Collaboration Area approach around the following: Government strategy setting and infrastructure coordination UNSW, Health Infrastructure, ATC long term investment plans Randwick Health and Education Precinct/Collaboration Area that: Create the conditions for the continued co location of health and education facilities Have high levels of accessibility Attract associated businesses, industries and commercialisation of research Facilitate housing opportunities for student and workers within 30 minutes of the Precinct 7
Objective 22: Investment and business activity in centres. 102 108 Investment and business activity in Strategic Centres There are 34 Strategic Centres Figure 39: Metropolitan and strategic centres Strategy 22.1: Provide access to jobs, goods and services in centres Action 9: Facilitate whole of government place based outcomes for targeted strategic centres. It is unclear in the discussion on pages 103 and 104 and in Figure 39 that Strategic Centres also include Health and Education Precincts. See also the comments in response to pages 10 and 11, 53 and 98. Randwick Strategic Centre/Collaboration Area that: Attract significant business investment and activity to provide jobs growth Diversify the range of activities within the centre Create vibrant, safe places and quality public realm Balance the efficient movement of people and goods with the liveability of places on the road network Improve walkability within and to the centre Provide a safe and connected cycling network to and within the centre Improve public transport services Create the conditions for residential development, but not at the expense of the attraction and growth of jobs, retailing and services Innovations in retail operations Strategy 22.3: Engage with the retail sector on its changing planning requirements and update planning controls as required. The Commission should co ordinate governance matters and drive the delivery of place based outcomes for the Randwick Strategic Centre/Collaboration Area. Randwick Collaboration Area that: 8
Supports future retail in the three local town centres of Randwick Junction, Kensington and Kingsford Adapts or re uses existing car parking areas Enhances centre activation and vibrant street life Objective 24: Economic sectors are targeted for success. 117 Knowledge hubs Knowledge hubs drive collaboration between the government and industry including medical The knowledge hub concept is not clearly explained in the draft Plan or directly linked to Health and Education Precincts. As Figure 38 on page 101 technology. demonstrates, health, education and research are key components of the Each knowledge hub is a central point for industry people to collaborate and connect with the government and universities Randwick Health and Education Precinct. Furthermore, a key ingredient in all three components is knowledge, both broad based and specific. The Plan should expand on the concept of Knowledge Hubs as they relate specifically to Health and Education Precincts. Tourism Strategy 24.2: Consider a range of issues when preparing plans for tourism and visitation. Randwick Collaboration Area that: Coogee beach is in close proximity to the Randwick Health and Education Precinct. Encourages the development of a range of well designed and located facilities 120 Linking business and leisure visits provides better experiences for visitors and more benefits to the local economy Enhances the amenity, vibrancy and safety of the three local town centres Supports the development of places for artistic and cultural activities (leveraging off NIDA and UNSW) Improves public facilities and access Supports growth of the night time economy leveraging off the local town centres of Kensington, Kingsford and Randwick Junction In its submission to the draft Future Transport Strategy 2056, UNSW outlined 9
the impact that that international students have on transport and tourism in Greater Sydney. Greater Sydney is not just a global tourist and skilled worker destination, but also a key destination for international students at both secondary and tertiary education levels. Sydney is home to an estimated 50,000 international students studying at the city's universities, with another 50,000 studying vocational and English courses. Their impact on transport and tourism has been overlooked in the draft District Plan. The following matters should therefore be considered: International students travel to and from Sydney Airport at peak times during the year Relatives and friends attend from overseas for student graduation ceremonies and often combine these trips with visits to Sydney tourist destinations International students have preferences with regards to housing location and affordability Transport stops need clear directional signage for students unfamiliar with Sydney Objective 31: Public open space is accessible, protected and enhanced. 143&144 Public open space Open spaces within school grounds are a potential asset that could be shared by the wider community. There may be opportunities to use surplus Frequent, speedy, affordable and safe public transport is needed, given that many international students also work part time in the evenings and weekends. Randwick Collaboration Area that includes: Opportunities to expand a network of diverse, accessible, high quality open space 10
government owned land as open space including sport and recreation facilities. Strategy 31.1: Maximise the use of exist in g open space and protect, enhance and expand public open space Shared and co located sports and recreation facilities including shared school grounds (e.g. Randwick Boys and Girls High Schools) Compliments the Green Grid (e.g. connects to Centennial Park and the Randwick Racecourse) Objective 32: The Green Grid links parks, open spaces, bushland and walking and cycling paths. 145&146 The Green Grid The Greed Grid links parks, open spaces, bushland, walking and cycling paths Strategy 32.1: Progressively refine the detailed design and delivery of the Green Grid priority opportunities and connections. Figure 53: Greed Grid vision and opportunities The draft Plan does not acknowledge that the Randwick Racecourse land provides opportunities for a wider range of open space activities, sports and recreation activities. The Racecourse is clearly part of Sydney s open space network as shown on drawings in The Green Grid by the NSW Government Architect s Office (see attached map extracts). As Crown land the Racecourse represents opportunities to use part of the land for a wider range of open space activities, sports and recreation facilities. This would provide economic and healthy lifestyle benefits to residents of, and visitors to, the Randwick Health and Education Precinct/Collaboration Area. Randwick Collaboration Area that delivers on, or compliments the Green Grid (e.g. connects Centennial Park to the Randwick Racecourse) Figure 53 omits the Randwick Racecourse from the Green Grid, but it is clearly part of Sydney s open space network as shown on drawings in The Green Grid by the NSW Government Architect s Office (see attached map extracts). As Crown land, the Racecourse represents an important opportunity to connect to Centennial Park as part of the Green Grid. This would provide 11
Objective 33: A low car bon city contributes to net zero emissions by 2050 and mitigates climate change. 147 A low carbon city Strategy 33.1: Support initiatives that contribute to the objective of net zero emissions by 2050 especially through the establishment of low car bon precincts in Collaboration Areas. benefits to residents of, and visitors to, the Randwick Health and Education Precinct/Collaboration Area Randwick Collaboration Area that: Identifies precincts within which targets to achieve net zero carbon emissions can be set Delivers reductions in greenhouse emissions via greater use of public transport and changes to parking supply (e.g. lower parking rates, shared parking stations, car sharing, vehicle efficiency) Objective 34: Energy and water flows are captured, used and re used. The Greater Sydney Structure Plan 148 Energy and water efficiency Energy and water flows are captured, used and re used. Strategy 34.1: Support precinct based initiatives to increase renewable energy, energy and water efficiency especially in Collaboration Areas. 158 Greater Sydney Structure Plan Map Figure 58: Greater Sydney Structure Plan 2056 Randwick Collaboration Area that identifies opportunities to achieve more efficient use of energy, water and waste (e.g. between UNSW and the Randwick hospitals) It is unclear from Figure 58 that Health and Education Precincts are also Strategic Centres (see comments above in response to pages 10 & 11, 53 & 98). It is also unclear from Figure 58 (and Figure 39 earlier in the draft Plan) whether Randwick is within the Eastern Economic Corridor (see comments above in response to page 76). 12