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1.4 Implementation and Phasing
This Plan sets a holistic vision and ‘blueprint’ for the Rouse Hill Strategic Centre. It includes a list of actions that will be subject to future processes and decisions of Council. It will be necessary to work through these actions over time, to establish the planning framework that facilitates the vision and Centre, not specific to individual sites and are therefore not shown on the map above.
Metro Station
Metro Line (Above Ground)
Rouse Hill Strategic Centre
Strategic Work Completed
Phase 1 - Housekeeping Amendments
Phase 2 - Council-Led Change
Phase 3 - Market Driven Change
Strategic Work Completed
Areas where strategic planning work has already been completed and where no further change to the planning controls is anticipated. The Rouse Hill Regional Centre Master Plan framework (as originally established in 2004 and reviewed and updated since this time) continues to guide appropriate outcomes for much of the Centre. Development is expected to either remain unchanged or continue to roll-out under the current planning framework (including development applications and/or construction).
Phase 1: Housekeeping Amendments
Areas where Council-Led housekeeping amendments are recommended to facilitate improved and/or orderly development outcomes. It is noted that no housekeeping amendments are identified currently within the draft Precinct Plan, however this phase has been retained for the purposes of engagement, as landowners or stakeholders may have a view with respect to the need for such changes.
Phase 2: Council-Led Change*
Short to medium term actions that could be led by Council. For example, the preparation of a holistic public domain plan and/or Development Control Plans to guide future development throughout the Centre to allow for the achievement of the vision and outcomes in this Plan.
Phase 3: Market Driven Change
Actions that will be market driven. These generally relate to large consolidated sites in single ownership. It is considered that the market is best placed to determine the appropriate timing for amendments to the planning controls in these instances (having regard to development demand, life cycle of existing assets and feasibility) and put forward development outcomes and infrastructure solutions consistent with the strategic framework and Council’s vision articulated within the Plan. Whilst some market driven solutions may be achievable in the short to medium term, feasible redevelopment in other market driven areas is unlikely to occur until beyond the short-to-medium term horizon.
Changes to the planning framework would be driven by landowner-initiated planning proposals, along with associated amendments to the Development Control Plan, Public Domain Plan and appropriate infrastructure contribution mechanisms.
In terms of timing, it is expected that planning proposals for short to medium term sites would eventuate over the next 5 to 10 years (some landowners have expressed their intention to lodge planning proposals shortly following precinct planning). Market driven solutions and planning proposals for longer term sites are unlikely to eventuate within this same period and are expected to occur beyond a 10-year horizon (10-20 years), as these sites are either substantially more complex, require amalgamation of fragmented areas or are unlikely to be feasible (at an appropriate density and scale outcome) within this initial 10-year horizon.
