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3.3 Guiding Principles
The Precinct Plans for all three of Council’s Strategic Centres are underpinned by 12 guiding principles, which provide a framework for them to reach their full potential as highly diverse, liveable and desirable places to work, live and play for existing and future workers, residents and visitors. These guiding principles have been derived from the guidance and objectives provided within the relevant strategic planning policies, along with the strategic planning investigations commissioned by Council in late 2020. They also reflect Council’s aspirations for the Strategic Centres as articulated within the Local Strategic Planning Statement and the objectives identified within Council’s Community Strategic Plan.
Growing Employment
Delivering quality jobs so that our residents can have a genuine choice to work locally in fields that suit their individual needs and skill sets, whilst simultaneously reaping the lifestyle benefits that our Strategic Centres have to offer. In addition to matching the skill sets of local workers, the attraction of investment in knowledge intensive and innovative industries will bring a higher value and resilience to the local economy enabling our centres to grow into competitive, productive and thriving employment hubs.
Delivering Transit-Oriented Development (TOD)
This principle is central to urban renewal and focuses on locating the highest density of development in closest proximity to transport hubs, enhancing walking and cycling connections and carefully managing parking locations and delivering compact, walkable and liveable centres which contain a mix of uses. Building height will be used in moderation, to allow for appropriate densities in the context of each individual site and prioritise the experience of the urban environment for pedestrians at the ground plane through generous landscaping, plazas, setbacks and building separation.
Improving Regional Connectivity
Quality connectivity to the wider Greater Sydney Region will be pivotal in enhancing the desirability of the Strategic Centres as places to live, work and visit. In addition to capitalising on the existing public transport system and connections to the Sydney Central Business District, the realisation of mass transit connections to Parramatta and the Western Sydney Airport provides opportunity to transform how the Shire’s Strategic Centres are perceived and thereby leverage investment and economic growth.
Achieving a 30-Minute City
Ensuring that people live within 30 minutes of their nearest Strategic Centre, when accessed by public transport, will enable more residents to work close to home, decrease commute times, reduce traffic congestion and improve the lifestyles of our residents. Whilst the Strategic Centres collectively benefit from proximity to Metro Stations, improving active transport connections and place-making are key considerations in Precinct planning to encourage a shift from reliance on private car use to more sustainable transport modes.
Infrastructure to Meet Needs
Our residents and workers require and deserve adequate local and regional infrastructure to enable them to go about their everyday lives. The provision of regional facilities including schools, emergency services, public transport and traffic upgrades will require meaningful collaboration with State agencies informed by anticipated growth projections. The provision of local infrastructure facilities including playing fields, parks, traffic and transport works, libraries, community facilities and stormwater works will require appropriate infrastructure contribution mechanisms to be put in place in line with any changes to planning controls.
Supporting Business and Residents with Urban Services
The term ‘urban services’ covers a range of industries and activities that are fundamental to how the Shire functions and are critical to supporting population and jobs growth. The need for services close to homes and workplaces such as motor vehicle services, repairers, printers, waste management and food preparation, is only going to increase with expected growth. As the Shire undergoes transition and urban renewal, protecting industrial and urban services land will ensure capacity is maintained for a range of essential activities to co-exist with new development.
Diversity of Housing
Providing a choice of housing opportunities is essential in meeting the needs of a range of budgets and lifestyles. With the Shire’s demographic expected to continue to feature family groups, there is a need to plan for an adequate amount of apartments to cater to these groups. Future residential development will be guided by transit oriented development principles and focused upon walkability, activation and vibrancy. With sufficient land zoned within the Shire to meet and exceed housing targets to 2036 and beyond, the provision of additional housing must not be at the expense of ensuring that key employment lands are protected and identified, providing certainty to the market and facilitating the necessary commercial investment to achieve the Shire’s job targets.
Creating Places for People
The COVID-19 Pandemic has highlighted the importance of having access to everyday necessities and feeling connected within a ‘5-minute neighbourhood’, especially with people now valuing their local communities more than ever before. A focus on quality urban design outcomes and public domain improvements together with access to a range of everyday necessities will draw people to the Precincts and enable the Strategic Centres to evolve to great places for residents and workers.
Showcasing Local Character
The Shire has a rich local culture and heritage and extensive open space network which can draw people to the Precincts. A focus on the key landmarks throughout the Precincts such as The Fiddler, Rouse Hill Main Street, Aberdoon House and Caddies Creek Corridor will help to deliver spaces that the community are proud of and want to visit. Fostering a unique and distinguishable local character will be a key ingredient in building local connections and encouraging a strong sense of place.
Integrating ‘Smart’ Technology
To ensure our Strategic Centres keep pace with technological advancements, the Precinct Plans will seek to integrate technology as they continue to evolve into competitive employment destinations in a bid to better support residents, workers and visitors.
Enhancing the Public Domain
Providing a desirable, accessible, safe and functional public domain that is usable by all people will be pivotal to the success of the Rouse Hill Strategic Centre. The Precinct Plans will continue to protect, enhance and showcase the successful elements that already exist, such as the Caddies Creek Corridor, as these are assets valued and regularly utilised by the local community. With people now becoming more active and looking to alternative modes of transportation, active movement opportunities will be prioritised through additional walking and cycling routes. This will be supported by a variety of rest and gathering opportunities along local streets. A unified palette of materials and finishes, along with public art and informative wayfinding, will also assist in creating a clear ‘brand’ for our centres.
Encouraging Sustainability
Sustainability will be a key driving factor in planning for future growth within Rouse Hill over the next 20 years. Sustainable practices will be increased and prioritised within future developments, such as green walls and roofs, solar panels, lighter colour palettes, active movement corridors, stormwater management or utilising sustainable materials in the public domain. Green infrastructure will be expanded where possible. Natural environments, such as Caddies Creek Corridor, will also be protected and maintained. These areas will also be enhanced where possible, so they can be enjoyed by residents, workers and visitors, providing places where they can socialise and relax.
