WESTERN SYDNEY PARKLANDS PLAN OF MANAGEMENT 2030

and Economic Development Financial Sustainability Strategic Direction 3: and Engagement Community Participation Strategic Direction 2: and Land Stewardship Environmental Protection Strategic Direction 1: 6. Land-useFramework 5. Strategic Directions to2030 4. World’s Best Practice 3. Planning fortheFuture 2. Background 1. Preamble CONTENTS

27 39 34 32 30 21 19 11 3 Precinct 1: Precinct 12: Cecil Park North Precinct 11: Abbotsbury Precinct 10: Horsley Park Precinct 9: and Nature Reserve Prospect Reservoir Precinct 8: Prospect Recreation Precinct 7: Wallgrove Precinct 6: Eastern Creek Motor Sports Precinct 5: Bungarribee Precinct 4: Rooty Hill Precinct 3: Eastern Road Sports Precinct 2: Nurragingy Bringelly Precinct 16: West Hoxton Precinct 15: Cecil Park Precinct 14: Kemps Creek Precinct 13: Cowpasture Definitions 9. Conclusion 8. Have your say 7. Parklands’ Precincts

45 84 79 68 66 64 62 60 58 56 54 52 50 48 78 76 74 72 70 81

3 PLAN OF MANAGEMENT 2030

PREAMBLE

1 6 PLAN OF MANAGEMENT 2030 PREAMBLE development of the Parklands. a frameworkfortheoperationand the Plan of Management provides and updated every seven years, stakeholders andthecommunity, Prepared inconsultationwith OF MANAGEMENT PLAN THE OF PURPOSE

within thisarea. Islander peoplewhonow reside the Aboriginal and Torres Strait Parklands Trust alsoacknowledges of thisland. Western Sydney peoples are the Traditional Owners Deerubbin, Gandangara andDarug Local Aboriginal LandCouncils. The of theDeerubbin andGandangara is situatedwithintheboundaries acknowledges thattheParklands Western Sydney Parklands Trust Caring forCountry. Traditional Ownersofthislandin work inarespectful mannerwiththe in thePlan ofManagement andwill recognises these rightsandinterests the Native Title Act 1994. The Trust rights andinterests; asrecognised in the lawsandcustomsofnative title traditional lands,andintegralto be involved inmanagementof their It isarightof Aboriginal peopleto and health. cultural life,identity, autonomy linked tomaintaining Aboriginal land. CaringforCountryhasbeen to definetheir relationship withthe customs usedby Aboriginal people arises from thelanguageand of traditionallands. The terminology management by Aboriginal people ‘Caring forCountry’ describesland Caring forCountry

Parklands towards 2030. operation anddevelopment ofthe create aplanthatwillguidethe This feedbackhasbeenusedto Management. in developing the final Plan of of experiencesandopinions Trust toconsiderabroad range valuable feedback, allowing the Plans. The consultationprovided and commentonthePrecinct relating tothe Strategic Directions opportunities, challengesandissues Participants were askedtoidentify and astakeholderworkshop. stalls throughout thelocalarea community phoneline,physical webpage, online surveys, a‘1800’ advertisements, adedicated and wassupportedby newspaper was carriedoutinMarch/April 2018 on theDraft Plan ofManagement consultation process. Consultation feedback received duringtheFDP then prepared incorporatingthe A Draft Plan ofManagement was August andSeptember 2017. activities undertakenbetween through aseriesofconsultation to provide opinionsandfeedback community andkeystakeholders This gave anopportunityforthe by focusingontenkeyprinciples. revising thePlan ofManagement The FDP settheframeworkfor a Future Directions Paper (FDP). The Trust’s firststepwasto release Management forthe Parklands. in developingPlan thenew of visitors, neighboursandstakeholders The Trust consultedwithParklands Your Parklands, Your Plan

7 PLAN OF MANAGEMENT 2030 PREAMBLE PLAN OF MANAGEMENT AT A GLANCE

VISION

PREAMBLE Western Sydney Parklands is a place that offers diverse experiences, celebrates its natural qualities and creates an identity for local communities. By respecting the area’s heritage and planning for the future, the Parklands will be a sustainable legacy for generations to come. THE 2030 PLAN OF MANAGEMENT

8 the Parklands Principles for Defining the Parklands, the In safeguarding thefuture of Trust aims to: mental wellbeing promote physical and Enhance community health: and otheractivities environment, agriculture, heritage offer educationrelating tothe Provide educationalopportunities: bushland landscapes cultural heritageincludingruraland Aboriginal andnon-Aboriginal identify, protect andmanage Respect culturalheritage: visitation andengagement promote community awareness, Build astrong identity: cultural groups, andcapabilities and safeforpeopleofallages, existing communities:beinclusive Respond totheneeds ofnewand sustainable park management protect environmental values through deliver environmental benefitsand Protect naturalenvironmental values: 6 5 3 4 2 1

government partners sustainability forthe Trust andits ensure financialand operational sustainable: maintainand Be financiallyandoperationally active, private andpublictransport and city-widevisitors travelling via Be accessibletovisitors:attract local community needs meeting awide rangeof create dynamic,activated places land uses: Co-locate complementary community andtheprivate sector. manage withlocalgovernment, the approach: Adopt apartnership international scales economy onlocal,regional and encourage andboostthevisitor development of Western Sydney: Contribute tothe economic 10 11 9 8 7

9 PLAN OF MANAGEMENT 2030 PREAMBLE MESSAGE FROM THE CHAIR AND EXECUTIVE DIRECTOR

Anna Guillan AM – Suellen Fitzgerald – Chairperson Executive Director PREAMBLE

With the NSW Government investing in With 2018 marking 50 years since Western building the future Western Parkland City Sydney Parklands was first identified in and providing the context for the Western planning maps for Sydney, and 10 years Sydney Aerotropolis and its transport since the Trust was established to build infrastructure, the legacy of 50 years of and manage the lands, this update of the strategic planning to create the Western Parklands Plan of Management is well timed Sydney Parklands is becoming increasingly to assess our achievements so far and focus apparent. our efforts on the future.

As a multipurpose corridor to serve the Since commencing in 2008, the Trust has needs of a growing population, this invested $56M towards achieving the NSW extraordinary resource will assist in meeting Government’s goals for the Parklands, the Government’s vision for the Parklands including creating natural places for City as a cool, green and vibrant place to recreation and play, building walking and live, work and play. cycling tracks, restoring bushland, engaging the community in events and celebrations This Plan of Management 2030 sets out an and conserving farming landscapes. The inclusive and proactive approach to invite Trust has encouraged private investment in the community, state and local government Business and Tourism Hubs to activate the and business to contribute to achieving Parklands and create a sustainable funding the Trust’s objective of facilitating new and base for the Parklands in the long-term. attractive parkland activations. To support these activations the Trust is well advanced This plan update is an important step in working with private business to create a in continuing these investments in close sustainable funding base for the Parklands. collaboration with the private sector, state

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT and local governments and our growing Sustainability will sit at the core of the Western Sydney community. I would like 10 Trust’s stewardship of the Parklands to to thank all those who took the time to be secure the long-term future of this vital involved in the preparation of the plan. The green infrastructure and its relevance to Trust looks forward to working with you to our community in Western Sydney. implement its strategies to 2030. Suellen Fitzgerald Deon Van Rensburg Marcus Ray Julie Bindon Diane Azzopardi Michael Johnson Judith Field Anna Guillan AM, Chairperson Trust Board Western Sydney Parklands their inputintothePlan. Management Partners Group for representatives onthePlan of Sydney Parklands Trust Board and to thank the members of the Western In addition,the Trust wouldalsolike feedback andinputtothePlan. community whohave provided their organisations andmembersofthe government agencies,private individuals, Aboriginal people, The Trust wouldliketothankthe Acknowledgments/Board Members

and Heritage (OEH), Office of Environment Environment (DPE), Stephen Dewick Department ofPlanning and Group representatives Plan ofManagement Partners Liverpool CityCouncil, Eddie Jackson Rhonda Tyne andChrisBrown Fairfield CityCouncil, Mathew O’Connor Blacktown CityCouncil, Matthew Miller and John Egan Office of Sport, WaterNSW, Glen Capararo Sydney Water, Paul deSa Andrew Growcock

11 PLAN OF MANAGEMENT 2030 PREAMBLE

BACKGROUND

2 SYDNEY’S BIGGEST BACKYARD

Covering 5,280 hectares, the Parklands stretch 27km from Quakers Hill to Leppington. This is greater than the BACKGROUND distance from Parramatta to Central Station. While much of the land is still to be developed for its long-term purpose and remains as interim land uses, when complete, the Parklands will be the largest urban parkland in Australia.

The Parklands provides space for ——Sydney International Shooting Centre ——Atura Hotel recreation, sport, environment, community facilities, services ——Sydney International ——Skyline Drive-in infrastructure, agriculture, business Equestrian Centre and employment. Major facilities ——Royal Cricketers Arms Hotel within the Parklands include: ——Blacktown International Sportspark ——Horsley Park Business Park

——Sydney International ——Tree Top Adventure Park Motorsports Park ——Calmsley Hill City Farm ——Sydney International Dragway ——Sydney Zoo ——Prospect Reservoir and the Upper Canal ——Wylde Mountain Bike Trail

——Two nature reserves at Kemps Creek ——Recreational areas at and Prospect Bungarribee Park, Plough & Harrow, Lizard Log and Nurragingy ——Wet’n’Wild

The Parklands attracted 3.5 million visitors in 2016-17, with an average visitation growth rate of 10% per annum. PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT 14 10% AVERAGE ANNUAL VISITATION GROWTH 2.6M VISITORS IN 2016-17 BACKGROUND

RICHMOND - WINDSOR

MONA VALE ROUSE HILL

HORNSBY

CASTLE HILL GREATER PENRITH FRENCHS FOREST

ST MARYS

MACQUARIE EASTERN BLACKTOWN GPOP EPPING PARK ECONOMIC ECONOMIC CORRIDOR CORRIDOR CHATSWOOD MANLY

WESTERN GREATER SYDNEY ECONOMIC SOUTH CREEK OLYMPIC PARRAMATTA PARK CORRIDOR FUTURE HARBOUR OPEN SPACE WESTERN SYDNEY CORRIDOR CBD PARKLANDS WESTERN SYDNEY AIRPORT FAIRFIELD BONDI BADGERYS CREEK BURWOOD JUNCTION AEROTROPOLIS

BANKSTOWN LIVERPOOL

BANKSTOWN AIRPORT

LEPPINGTON PORT SYDNEY BOTANY HURSTVILLE AIRPORT

MIRANDA SUTHERLAND

CAMPBELLTOWN - MACARTHUR PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

15

Western Sydney Parklands Metropolitan City Cluster Waterways Strategic Centre Protected Natural Areas Economic Corridor Metropolitan Rural Area Trade Gateway Urban Area Metropolitan City Centre MORE THAN 50 YEARS IN THE MAKING

2018 marks 50 years since the Parklands corridor was first identified in Sydney’s planning documents as the Western Sydney multi-purpose BACKGROUND greenbelt, including both open space and infrastructure uses. Consecutive NSW planning departments have worked consistently to implement the concept. This included a land acquisition program by the Office of Strategic Lands and the establishment of the Trust in 2008 to build and manage the lands. A brief overview of the past 50 years:

1980s

1970s 1960s PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

1968 1978 1989 16 The Parklands corridor was identified Almost 70% of the current Parklands Key recreation facilities such as the in the Sydney Region Outline Plan area was acquired by the NSW Sydney International Motorsports to provide future open space and Government. The Office of Strategic Park were added via the State infrastructure needs. Lands has continued to purchase the Environmental Planning Policy remaining privately-owned land for (SEPP) No. 29. transfer to the Trust. 2000 The Parklands corridor provided locations for the 2000 Olympic Games, with venues for equestrian, shooting, baseball, softball, and mountain biking events.

2001 Sydney Regional Environmental Plan No 31 – Regional Parklands provided a framework to manage land uses and development located in the Parklands and along the boundaries.

2004 The Western Sydney Parklands BACKGROUND Management Vision mapped out the long-term future for the Parklands. 2010s

2011 The Plan of Management 2020 was published. This outlined the vision, principles, strategic directions and ongoing management of the Parklands to 2020.

2015 Construction began on the first stage of Bungarribee Park, the largest new 2000s recreational space in Western Sydney since Bicentennial Park in Homebush.

2016 Western Sydney Parklands was identified as an integral part of the 1990s Green Grid in the Greater Sydney Commission’s (GSC) Draft District Plans.

2006 2018 The Western Sydney Parklands Act The Plan of Management 2030 confirmed the Parklands boundaries was published, considering the and the framework to establish the achievements of the past decade Trust to manage the lands. and outlining the key priorities and actions for the decade to come. 2007 The Parklands track was completed, providing access to the full length of the Parklands.

2008 The Western Sydney Parklands Act commenced, establishing the Trust to own, manage and develop the Parklands. PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

2009 The State Environmental Planning 17 Policy (SEPP) Western Sydney Parklands provided the statutory planning framework for Parklands development. ACHIEVEMENTS SO FAR

2018 represents 10 years since the Trust was established. In that time, the following investments have been made BACKGROUND in the Parklands:

$40M for expanded and improved recreational areas $7.5M to construct 25km of new tracks and trails $8.5M for improved biodiversity and environmental conservation PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT 18 352,580 indigenous native seedlings planted The Trust has facilitated new private investment in Wet’n’Wild Water Theme Park, ongoing improvements to Sydney International BACKGROUND Motorsports Park, reinstatement of urban farms within the corridor, Tree Top Adventure Park and the first 6 green star rated industrial estate in Australia (Horsley Drive Business Park). Visitor numbers are increasing and the Parklands now has: 150,000 walkers and cyclists using Parklands tracks annually

Since the Trust was established, the Office of Strategic Lands has ↑1.35M acquired and incorporated an additional 155 hectares into the visits per year to Parklands picnic areas and playgrounds Parklands for public use. The acquisition process is ongoing and the Trust is well prepared for the regular addition of new public ↑1.25M land from private ownership. visits to private recreational and sporting facilities within the Parklands PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT ↑Attendance 19 at one off and annual events including Parklands Food Fest 155 ha ACQUIRED FOR PUBLIC USE

PLANNING FOR THE FUTURE 3 DIVERSE AND CHANGING COMMUNITIES

The community around the Parklands will grow and change significantly over the next 10, 20 and 50 years.

KEY DEMOGRAPHIC STATISTICS The current Parklands catchment PLANNING FOR THE FUTURE comprises approximately 2 million residents. The local community already consists of more than 140 nationalities in the Blacktown, Fairfield and Liverpool City Council areas. Nearly half (45%) of all residents neighbouring the Parklands are from non-English speaking backgrounds. This is almost a third more than the rest of Greater Sydney.

Families are a strong feature of the In the immediate future, it is community. 41% of households important that the Parklands comprise of couples with children appeals to children and young compared to 35% across Greater adults. This will be achieved by Sydney. However, this will change providing diverse recreational as the number of single-person opportunities, like the Wylde households increases by 84% over Mountain Bike Trail, as well as the next 20 years. The population is a range of new unstructured ageing and the number of people in recreation areas and educational the region aged 85+ will triple opportunities. Increasingly, the by 2036. Parklands should also cater for an ageing population.

*ABS, 2016 Census

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT 22 2M RESIDENTS WITHIN CATCHMENT AREA 45% RESIDENTS FROM NON-ENGLISH SPEAKING BACKGROUNDS PLANNING FOR THE FUTURE PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT 140+ 23 NATIONALITIES GROWTH IN WESTERN SYDNEY

Sydney’s West is growing A growing population Australia is one of the most highly demands job creation urbanised countries in the world. Deloitte’s Designing Western Sydney Many Australians seek the social, report predicts that 200,000 new economic and cultural opportunities jobs will be generated within the offered by city living. As Sydney’s Western Sydney Area. To enable current population of 5 million is economic transformation of the

PLANNING FOR THE FUTURE forecast to rise to 8 million by 2056, region and create sustainable urban Sydney will need to grow in a way development, these jobs should be that adequately supports created locally. population demands. The Parklands can provide By 2036 more than half of recreational, environmental and Sydney’s population will live west lifestyle opportunities to attract of Parramatta, with a catchment residents, workers and industry of more than 3 million people to the region. Through partnerships surrounding the Parklands. with private industry, the Trust will Population growth will be intensified directly generate jobs in the retail, around Parramatta, Blacktown, industrial, agribusiness and Liverpool, Penrith and Camden. tourism sectors. Land has been released for housing in Marsden Park, Riverstone and West Schofields to the North, and Leppington and Austral to the South.

The Parklands provides room to move for these growing communities, offering a variety of open space, recreation and community facilities. The increasing population will need housing, transport infrastructure, commercial centres, community facilities and open spaces.

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT 24 200K JOBS CREATED The Parklands will be at the heart of The Parklands are integral to the Western Sydney Airport will put the new Western GSC’s plans for Sydney’s future global access on the doorstep The GSC has divided Greater Sydney of the Parklands Parkland City into five districts with each district The Australian Government’s Airport having key priorities and actions Plan 2016 identifies that the new over the next 20 years. Western Sydney Airport will be the employment focus of the emerging

The five District Plans inform the Western Parkland City by 2026. PLANNING FOR THE FUTURE Region Plan for Greater Sydney. The The airport’s first stage will cater Sydney is being Western City District and the Central for up to 10 million passengers per re-imagined as three cities City District encompass Western year, within five years of opening. In planning for Greater Sydney, the Sydney Parklands. It is anticipated that there will be a GSC’s vision is to see three distinct demand for 37 million passengers cities by 2056 – the Eastern Harbour Both District Plans place great value per year by 2050, reiterating the City, Central River City, and Western on Western Sydney Parklands as one need for a second airport. Parkland City. of Greater Sydney’s most significant corridors. It will be complemented by the South Creek Corridor to the west, which will provide a lineal park and waterway along South Creek. The airport will be located The Western Parkland City and the Western Sydney Parklands is a less than 10km from the Central River City will be liveable, significant part of the Sydney Green Southern Parklands. productive and sustainable Grid, which is a web of connected Access routes to and from the airport The GSC envisages the Western open spaces. It includes regional will bring visitors into contact with Parkland City and the Central River and local parks, wetlands, rivers, the Parklands corridor. The Parklands City as vibrant and productive creeks, playgrounds, playing fields, will be a destination within Sydney’s centres, serving dynamic and rapidly cycle ways and pathways; connecting visitor economy, and directly attract growing regions. residential areas to centres, public visitors to its entertainment, sporting transport, jobs and recreation. The and other facilities. The Parklands With the catalyst of the Green Grid can connect the Parklands will provide open space, superb Western Sydney Airport, the to the South Creek Corridor, national scenic qualities, and world-class Western Parkland City is seen as a parks and local parks; to provide recreational destinations. hub for trade, logistics, advanced continuous pathways for flora and manufacturing, tourism, health and fauna and potentially for recreation. science. The Western Parkland City includes the strategic centres of Penrith, Liverpool, Campbelltown- Macarthur and Blacktown. The Central River City is anchored by the Greater Parramatta and Olympic Peninsula (GPOP).

The Parklands connects the Western Parkland City to the Central River

City. It is protected and valued as 2030 PLAN OF MANAGEMENT an environmental resource that will serve a population of more than 25 3 million residents. 10Km TO NEW AIRPORT PLANNING FOR THE FUTURE PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

26

Strategic Visitor chart (%)

Opportunities for A diverse social and cultural mix 4.9 International Fundamental to Australia is its Western Sydney cultural diversity, with 1 in 3 Australians born overseas. As the 22.6 Domestic overnight market Parklands top countries of birth shift from mainly European countries towards The city-wide trends impacting the China, India, Iraq, Vietnam and 72.5 Domestic daytrip Parklands result from a range of the Philippines, the Parklands is

environmental, economic and social responding to changing uses of open PLANNING FOR THE FUTURE factors. These shape the current and space, recreation and community planned future of the Parklands. facilities. The Greater Sydney *Figures from Destination NSWs Commission’s (GSC) Draft Western Western Sydney Visitor Profile (2017) City District Plan identified that 36% of the district speaks 200 non- English languages, and is a diverse home for people from more than A return to the ‘local’ 195 countries. Places are made special by their Environmental change specific character. Despite Sydney’s Western Sydney is home to valuable globalisation, there is increased natural environments including interest in celebrating the ‘local’ conservation areas, bushland, qualities of a place, both financially grasslands and waterways. As the and socially. The Parklands’ unique Health issues region’s development intensifies, the scenic attributes and destinations Compared to the national average, Parklands’ natural environments play can provide a local character for Western Sydney suffers higher rates a vital role by providing ecological Western Sydney communities. of lifestyle-related chronic diseases habitats for native flora and fauna. such as heart disease, obesity, These need to be protected from and diabetes. Access to open the competing demands of a growing green spaces and opportunities for urban population. activity such as those provided by the Parklands can play a part in The travel revolution addressing these widespread chronic Travel networks are expanding medical conditions. In addition to and improving, with $35 billion the physical health benefits, access planned for major infrastructure to to nature and open space is also The heat island effect Western Sydney alone. Progressive linked to improved mental health. Urban development typically technologies include autonomous creates higher ambient temperatures and electric cars and high-capacity associated with the intensification public transport. These technologies of human activity. This is known follow the current trend of declining as the ‘heat island effect’. As the car ownership, which reduces population of Western Sydney grows, congestion, journey times, and The influx in tourism the Parklands will help to alleviate carbon footprint. Currently 93% of While some parts of NSW have seen temperature increases and people travel to the Parklands by visitor numbers decline since 2008, provide a place of respite for car. Direct active and public transport Western Sydney continues to register the local community. links will help encourage visitors to increased visitation. Destination

leave their cars at home. NSW’s Western Sydney Visitor Profile 2030 PLAN OF MANAGEMENT identified that more than 9.4 million tourists visited Western Sydney in 27 2017, generating $4.3 billion for the local economy. The region is Sustainable in every sense developing key tourism assets and Sustainability guides decisions experiences to attract a greater affecting long-term environmental, proportion of the world’s visitors. social and economic impacts. The The Parklands already offers tourism Trust relies on a sustainable business destinations and can continue to model to develop and protect the expand this role. Parklands for future generations.

STRATEGIC DIRECTIONS TO 2030 4 STRATEGIC DIRECTIONS

Four strategic directions have been established to ensure the vision for the Parklands is achieved.

—— STRATEGIC DIRECTION 1 —— STRATEGIC DIRECTION 3 STRATEGIC DIRECTIONS TO 2030 TO DIRECTIONS STRATEGIC Environmental protection Community participation and land stewardship and engagement

—— STRATEGIC DIRECTION 2 —— STRATEGIC DIRECTION 4 Creating recreational and Financial sustainability and community facilities economic development PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

30 STRATEGIC DIRECTIONS TO 2030 TO DIRECTIONS STRATEGIC PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

31 STRATEGIC DIRECTION 1: ENVIRONMENTAL PROTECTION AND LAND STEWARDSHIP

Improve the sustainability of The following Principles are reflected Parklands’ operations and the quality throughout this Strategic Direction: ——Principle 1: of the Parklands’ natural environment. Protect natural environmental values ——Principle 2: Improvements to the Parklands’ natural Respond to the needs of new and existing communities environment extends to agricultural ——Principle 4: Respect cultural heritage lands and cultural heritage assets ——Principle 7: Co-locate complementary land uses and values. ——Principle 11:

STRATEGIC DIRECTIONS TO 2030 TO DIRECTIONS STRATEGIC Adopt a partnership approach

Table 1 Environmental Protection and Land Stewardship: Past, current and future

2010 2018 2030

1,056 ha of bushland Expanded bushland corridor by 300 ha Provide an additional 250 ha of to 1,356 ha bushland corridors to 1,606 ha (30%)

Limited projects using sustainable Created a data and monitoring Reduce potable water use for practices for water, energy and waste capability and policy on recreation areas and urban farming sustainable practices by 50%

100% renewable energy for Parklands operations

Cut waste to landfill generated in picnic grounds from Parklands operations by 50%

Reduce the environmental impacts of construction and horticultural materials

Limited data on Captured data on health of all 25% improvement in the health health of waterways Parklands’ waterways of Eastern Creek

106 ha (2%) of public land in the Increased urban farming land Increase urban farming land to Parklands is being farmed to 186 ha (3.5%) 264 ha (5%)

Existing farmers operating within Developed positive partnerships with Establish a successful model of urban the Parklands existing farmers and private owners farming by: ——providing more opportunities for education ——increasing farm gate sales PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT ——expanding market garden opportunities 32 ——Increase community awareness and engagement

Current data on natural and Completed mapping and assessment Complete mapping and assessment cultural heritage assets needs of ecological and financial values of of Aboriginal and non-Aboriginal updating and expanding natural assets cultural heritage Completed a heritage register STRATEGIC DIRECTION 1: ENVIRONMENTAL PROTECTION AND LAND STEWARDSHIP

OBJECTIVES

Objective 1: Objective 2: Objective 3: Increase sustainable outcomes for Improve the health of waterways and Improve understanding of the water, energy, waste, construction wetlands and protect water supply Parklands’ Aboriginal and Non- and horticultural materials assets Aboriginal cultural heritage values

——Include sustainable principles and ——Work with partners to improve, ——Complete mapping and assessment practices in Parklands operations measure and monitor water quality, of Aboriginal and non-Aboriginal and the design of Parklands birdlife and aquatic health in cultural heritage developments Eastern Creek, Hinchinbrook Creek, Bungarribee wetland and other ——Maintain a consolidated heritage ——Secure renewable energy sources waterways register in the Parklands’ asset for Parklands operations management system ——Work with State Government partners

——Increase excess power returned to to protect water quality and assets ——Develop a heritage strategy for the 2030 TO DIRECTIONS STRATEGIC the electricity grid from Parklands for key water supply infrastructure Parklands including opportunities developments such as Prospect Reservoir, Upper for interpretation Canal and the Warragamba Pipelines ——Review waste collection and recycling ——Develop partnerships with local methods at picnic grounds Aboriginal individuals and groups, and the wider community, to ——Provide non-potable water for understand, protect and celebrate irrigation and public amenities in the Aboriginal heritage and values Parklands developments of the Parklands

——Work with partners to achieve ——Work with heritage groups and sustainability targets for water, agencies and the community to energy, waste, construction and identify and manage the Parklands’ horticultural materials Non-Aboriginal cultural heritage

Objective 4: Objective 5: Increase bushland biodiversity Protecting rural landscapes

——Expand existing biodiversity corridors ——Continue to implement the Horsley and core habitats and connect the Park Urban Masterplan and plan for Parklands to the Green Grid across new areas of urban farming within Western Sydney the Parklands PARKLANDS OPERATIONS TO USE ——Undertake environmental ——Protect the status of existing farming management practices that on public or private landholdings 100% RENEWABLE improve understorey and within the Parklands ENERGY BY groundcover biodiversity ——Use initiatives such as farmers’ ——Work with partners to minimise markets, farm gate sales and food disruption from infrastructure and beverage outlets to promote works and maintenance in existing agricultural education 2030 biodiversity areas ——Build relationships with other Sydney ——Review the Parklands Biodiversity basin and regional urban farming Restoration Strategy stakeholders to promote sustainable farming practices ——Work with external organisations 33 on restoration and recovery ——Support educational programs and initiatives such as Biodiversity attract community based agricultural Stewardship Agreements training activities to the Parklands, such as Calmsley Hill City Farm ——Maintain a register of the Parklands’ natural assets, including ——Partner with research and industry an assessment of quality and organisations to investigate urban financial value farming initiatives STRATEGIC DIRECTION 2: CREATING RECREATIONAL AND COMMUNITY FACILITIES

Create a diverse range of opportunities The following Principles are reflected within the Parklands, by developing a throughout this Strategic Direction: ——Principle 2: variety of community facilities. Respond to the needs of new and existing communities ——Principle 3: Access to diverse facilities improves Build a strong identity ——Principle 5: the level of liveability within the area, Provide educational opportunities ——Principle 6: ensuring the Parklands meets the Enhance community health ——Principle 8:

STRATEGIC DIRECTIONS TO 2030 TO DIRECTIONS STRATEGIC lifestyle needs of the Western Sydney Be accessible to visitors ——Principle 9: community. Be financially and operationally sustainable ——Principle 11: Adopt a partnership approach

Table 2 Creating Recreational and Community Facilities: past, current and future

2010 2018 2030

Plough and Harrow fully developed. Lizard Log and Bungarribee Continue to improve Northern Parklands Lizard Log and Bungarribee significantly expanded. Plough and recreation areas. Expand and develop established but with capacity Harrow revitalised Southern Parklands recreation areas for expansion and restored

Limited community facilities in the 7 ha used for Continue to meet demand for community Parklands community facilities facilities

264 ha (5%) of Parklands used for 384 ha (7%) of Parklands used for 470 ha (9%) of Parklands used for unstructured recreation unstructured recreation, including unstructured recreation. Continue expansion of Lizard Log and development of existing areas such as Bungarribee Park Bungarribee Park and new sites within the Southern Parklands

422 ha (8%) of Parklands used for 437 ha (8%) of Parklands used for 470 ha (9%) of Parklands used for sport sport and structured recreation. sport and structured recreation. and structured recreation

The Parklands has inherited park Completed a Parklands Design Review the Parklands Design Manual and facilities which are a legacy of different Manual to establish consistency and update as required

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT development styles, times and a high standard of design throughout previous owners the Parklands 34 35km track network with a need to Increased track network to 60km, Expand the Parklands Track network to improve circulation and access to mainly in the Northern Parklands 90km, mainly into the surrounding areas Southern Parklands STRATEGIC DIRECTION 2: CREATING RECREATIONAL AND COMMUNITY FACILITIES

OBJECTIVES

Objective 1: Objective 2: Objective 3: Encourage and facilitate unstructured Include provisions for sport and Improve access to the Parklands recreation and other community structured recreation and other activities community activities ——Increase the Parklands’ walking and cycling track networks to 90 ——Create diverse regional spaces ——Work with Councils to plan and kilometres by improving connectivity that provide leisure opportunities facilitate the development of regional to adjacent communities, adding new for families, young people and Sporting Hubs at Bungarribee, loop routes, and providing improved community groups Southern Parklands, and elsewhere wayfinding signage to meet demand ——Maintain and enhance Recreation ——Work with transport and land use Hubs at Nurragingy, Bungarribee, ——Position the Parklands as a planning agencies to improve public Lizard Log, and Plough and Harrow regional destination for sport and transport to the Parklands

structured recreation 2030 TO DIRECTIONS STRATEGIC ——Position the Parklands as a regional ——Collaborate with Councils, RMS destination for other types of ——Work with partners to increase the and transport agencies to improve unstructured recreational and leisure activation of their venues within external directional signage and activities such as horse riding, hiking the Parklands clearly identify Parklands entry points and camping from neighbouring communities ——Encourage partners to maximise ——Develop new destinations in the utility of new and existing ——Improve accessibility to key locations the Southern Parklands including sportsgrounds by increasing their throughout the Parklands Cecil Park and Shale Hills, to availability and resilience meet demand Objective 4: ——Create Hubs of integrated spaces and Develop a cohesive and identifiable facilities that can meet a range of character for the Parklands community needs and maximise site usage throughout the week ——Apply a consistent Parklands brand and character across Parklands ——Encourage public and developments private investment to deliver community facilities ——Integrate interpretation and storytelling in new recreational ——Consider comfortable year-round facilities for the Parklands usage through designing for the Western Sydney climate such as ——Protect scenic qualities and shade and access to water maximise future land use opportunities in planning for new ——Integrate event opportunities into services infrastructure new developments at the planning and design stage ——Review and implement the Parklands Design Manual to influence Parklands’ development including future capital and operational works

——Implement value management in design to ensure budget expenditure is appropriately prioritised 90KM 2030 PLAN OF MANAGEMENT 35 OF PARKLANDS CYCLING AND WALKING TRACKS BY 2030 STRATEGIC DIRECTION 3: COMMUNITY PARTICIPATION AND ENGAGEMENT

Encourage the Western Sydney The following Principles are reflected community to use the Parklands throughout this Strategic Direction: ——Principle 1: and develop a sense of ownership. Protect natural environmental values ——Principle 2: Respond to the needs of new Work with communities, stakeholders and existing communities ——Principle 3: and partners to raise awareness and Build a strong identity ——Principle 4: increase usage, visitor numbers and Respect cultural heritage ——Principle 5:

STRATEGIC DIRECTIONS TO 2030 TO DIRECTIONS STRATEGIC community engagement. Provide educational opportunities ——Principle 6: Enhance community health ——Principle 8: Be accessible to visitors ——Principle 11: Adopt a partnership approach

Table 3 Community Participation and Engagement: past, current and future

2010 2018 2030

Limited community awareness of the Brand recognition at 17% of Western Increase brand recognition to a Parklands Sydney population minimum of 50% of Western Sydney population

1.6 million visits to the Parklands per 3.5 million visits to the Parklands per 10 million visits to the Parklands per annum annum. annum

Little opportunity to participate in events Participation in events expanded to Participation in events to more than in the Parklands more than 23,000 visitors annually 70,000 visitors annually, by increasing local and out-of-area visitation

Little opportunity for volunteering or Over 20,000 volunteers and students Double Parklands volunteer and student activity in the Parklands from student numbers to more than 40,000 2010 – 2018 from 2018 – 2030

Limited understanding of visitor Visitor satisfaction Maintain or improve visitor satisfaction

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT satisfaction 8.7 out of 10. ratings including customer service, customer effort and satisfaction 36 Limited online presence 450,000 website page views annually Continue to expand the Parklands’ online community STRATEGIC DIRECTION 3: COMMUNITY PARTICIPATION AND ENGAGEMENT

OBJECTIVES

Objective 1: Objective 2: Objective 3: Create spaces and venues that Maximise awareness of Increase community participation appeal to all audiences the Parklands in the Parklands’ spaces, events and programs ——Ensure the Parklands offers spaces, ——Survey visitor needs and trends activities and venues to suit regularly, and use these results to ——Develop a diverse calendar of events audiences of different life stages, plan new activities and facilities, and programs, designed to appeal capabilities and cultures, including and to improve customer service to a range of audiences and build free and paid activities satisfaction connections with community and cultural groups ——Develop educational programs and ——Enhance visitor awareness through activities for schools and youth culturally inclusive promotional ——Promote venue hire opportunities organisations focused on the strategies and a diverse range of and actively encourage

environment, urban farming and programs and activities third party use 2030 TO DIRECTIONS STRATEGIC healthy lifestyles ——Apply a consistent Parklands ——Encourage both unstructured and ——Create nature-based spaces which brand across all communications structured recreational use of the encourage play and creativity and programs Parklands as a means of improving physical and mental health ——Work with Councils, police and ——Promote Parklands activities and emergency services to maintain programs through other parks bodies ——Encourage investment in facilities the Parklands’ reputation as a safe in Australia and overseas that support increasing participation environment in events and tourism ——Promote the Parklands’ venues for ——Develop programs and events to entertainment, tourism, the arts ——Develop an arts and build strong connections between and culture, environmental and culture strategy cultural groups, community educational programs, health and organisations and the Trust well-being activities, and nature- based experiences Objective 4: Increase community engagement and ——Build the Parklands’ reputation and sense of ownership of the Parklands profile, and develop partnerships in community, corporate, government ——Engage regular, occasional and and industry networks potential Parklands users through a strong digital marketing strategy

——Create a database of Parklands users and stakeholders and communicate actively and regularly with these groups

——Create volunteering opportunities with government and non- government organisations for 8.7/10 educational, recreational, and environmental activities and VISITOR programs for all ages SATISFACTION ——Provide physical and online

interpretation, educational 2030 PLAN OF MANAGEMENT information and programming relating to cultural heritage, 37 PARKLANDS BRAND recreation and the environment RECOGNISED BY AT LEAST 50% OF WESTERN SYDNEY POPULATION BY 2030 STRATEGIC DIRECTION 4: FINANCIAL SUSTAINABILITY AND ECONOMIC DEVELOPMENT

Create a sustainable revenue base for The following Principles are reflected the Parklands to develop and manage throughout this Strategic Direction: ——Principle 7: strategic and operational expenditure. Co-locate complementary land uses ——Principle 9: Sustainable revenue ensures the Be financially and operationally sustainable Parklands can also contribute to the ——Principle 10: Contribute to the economic economy of Western Sydney, providing development of Western Sydney ——Principle 11: lifestyle opportunities that will help Adopt a partnership approach STRATEGIC DIRECTIONS TO 2030 TO DIRECTIONS STRATEGIC make the region a great place to live, work and visit.

Table 4 Financial Sustainability and Economic Development: past, current and future

2010 2018 2030

No implementation of Ecologically Commenced integrating ESD into Carbon neutral through industry Sustainable Development (ESD) new Parklands developments leading ESD

Limited tourism facilities within Provided 25 ha for tourism facilities Continue to expand tourism facilities the Parklands within the Parklands

Minimal contribution to Creation of over 1,300 direct and Significant contribution to the Western Western Sydney economy indirect jobs Sydney economy through direct and indirect jobs Investment and innovation opportunities through initiatives such as environmental services and tourism

Trust’s capacity to develop the Income generation increased with Achieve a sustainable business model Parklands limited by available funding 1.2% of the Parklands leased for WSPT by establishing WSPT Business Hubs Business Hubs with income-generating leases on up to 2% of the Parklands

Around 900,000 annual visitors to 2.2 million annual visitors to partners’ More than 3.5 million annual visitors to partners’ venues in the Parklands venues in the Parklands partners’ venues in the Parklands

Ongoing dialogue with infrastructure Ongoing dialogue on new Ongoing management to allow

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT utility providers and Trust on proposed infrastructure impacts appropriate new infrastructure, while new infrastructure minimising impacts on the Parklands 38 Ongoing dialogue with service agencies on management of infrastructure within the Parklands.

Limited data available on Developed and implemented an Comprehensive long-term asset renewal Parklands assets Asset Management System program in place STRATEGIC DIRECTION 4: FINANCIAL SUSTAINABILITY AND ECONOMIC DEVELOPMENT

OBJECTIVES

Objective 1: Objective 2: Objective 3: Deliver sustainable management of Maximise the use and community Increase employment and economic the Parklands’ land and assets benefits of existing and new leased activity in Western Sydney through government and private assets in the private and public partnerships in ——Continue to implement the Asset Parklands new WSPT Business, Community Management Strategy to deliver Facility, Sport and Tourism Hubs long-term sustainability and viability ——Work with private and government lessees and landowners within the ——Encourage employment growth ——Identify and manage natural Parklands to increase activation, through new lease opportunities and urban risks to achieve attract a broader range of users and in Business, Tourism, Sport and environmental outcomes enhance community reach Community Facility Hubs in the Parklands ——Work with government agencies to ——Liaise with utility providers to

minimise impacts of the location and maintain or improve public ——Encourage tourism investment 2030 TO DIRECTIONS STRATEGIC appearance of new service utilities access without adversely affecting through establishing Tourism Hubs and infrastructure infrastructure to boost the Western Sydney visitor economy and provide high quality ——Establish interim land uses for land ——Develop partnerships with destinations within the Parklands that might not achieve its long-term government and non-government potential for many years entities to invest in environmental, ——Support existing and new Tourism recreational, cultural, agricultural, Hubs by promoting the Parklands ——Implement new technologies to community facilities or tourism as a regional destination through improve management processes such programs precinct development and as remote monitoring, access and marketing activities communications ——Continue to liaise and engage with ——Continue to implement a bushfire existing WSPT Business, Tourism and management strategy for asset Sport Hubs protection and environmental sustainability

——Complete the lease of the WSPT Business Hubs on 2% of the Parklands to create a sustainable financial model and support the ongoing development and management of the Parklands

——Develop a long-term property and leasing strategy for the efficient management of a growing number of leased assets 1,300 JOBS CREATED BY 2018 PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

39

LAND-USE FRAMEWORK 5 LAND USE OPPORTUNITIES

The Parklands’ land use framework plan identifies the existing and future activity Hubs, linkages, infrastructure, Bushland Corridor, farming lands and conservation areas. Future land uses are planned for LAND-USE FRAMEWORK delivery over the long-term.

There are opportunities for a wide Current strategic opportunities for Community Facilities range of uses based on the Trust’s Parklands land use planning: Integration of community facilities, vision for the Parklands. Land use such as childcare, seniors’ care, allocation is driven by land suitability Natural and Cultural Heritage schools and health facilities, will and how the Parklands can meet Conservation support the growing needs of the the needs of the Western Sydney The Parklands’ areas of Cumberland Western Sydney community and community and economy. Plain Woodland and other native is compatible with the Parklands’ bushland communities are an principles and role within the The Trust encourages people to visit important contributor to protecting community. and use the Parklands in many ways: biodiversity in Western Sydney and to achieving Sydney’s Green Grid. Sporting and structured ——Meeting friends and family recreation facilities The Parklands, at the edge of two Structured physical activity ——Attending events major catchments, includes the and sports contribute to improved headwaters of Eastern Creek and physical and mental health, and ——Learning new skills Hinchinbrook Creek, as well as wider social and education values. floodplains, ephemeral wetlands The Parklands can provide land to ——Exercising and old farm dams that provide support a wide range of sport and habitat and opportunities to structured recreation activities with ——Working enhance the positive effects of the associated health and water in the landscape. social benefits. ——Simply relaxing and enjoying the natural environment The cultural heritage of the Parklands Unstructured recreation facilities contributes to our sense of identity, Unstructured physical activity in a belonging and history. The Non- natural environment such as walking, Aboriginal values of this heritage cycling, horse riding, picnicking include the state significant Prospect and play contribute to improved Reservoir and surrounding area, the physical and mental health and Upper Canal System, The Rooty Hill lifestyle opportunities. Access to the and the Royal Cricketers Arms Inn. Parklands’ facilities provides open The Aboriginal values of this heritage space to support a wide range of are rich and diverse and demonstrate these unstructured recreation and the long relationship, and traditional leisure activities, with associated

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT ownership of the Parklands’ area by health and social benefits. Aboriginal peoples. 42

Urban farming Parklands Hubs and Links Tourism Hubs Historically, Western Sydney was The Trust has identified ‘Hubs’ Tourism Hubs provide a wide range the food bowl for the Sydney basin. where particular uses and facilities of recreation, leisure, entertainment, Agriculture and horticulture were the which contribute to the Trust’s education and nature-based dominant land uses. The Parklands’ recreational, environmental, social opportunities for the enjoyment urban farming lands keep the and sustainability goals will be of both the local community and area’s heritage alive, and provide concentrated. visitors to the area. opportunities for urban communities to understand where their food The Hubs identified on the Parklands’ Unstructured Recreation Hubs comes from. Precinct maps include established These Hubs include unstructured and planned Hubs, as well as recreation, leisure and entertainment, LAND-USE FRAMEWORK Tourism potential Hubs earmarked for further such as significant picnic and Tourism provides jobs and economic investigation. In the case of planned playground areas, walking and growth for the region. A study by the and potential Hubs, locations cycling tracks, event spaces and Tourism and Transport Forum (TTF) are indicative and require further venues. Supporting facilities may Australia in June 2017, ‘Unlocking investigation. Further investigations include parking, cafes and our Great Outdoors’, revealed that are dependent upon the nature and function centres. nature based tourism is one of the purpose of the Hubs. fastest growing tourism sectors in Sport and Structured Recreation Australia. In addition, event tourism The future character of the Parklands Hubs is increasingly bringing people from will be guided by the following Hub Structured recreation, sports and across the city and state, as well as location principles: entertainment destinations are often from interstate and overseas. characterised by built form such ——Assessment of current and future as arenas, stadiums and fields. Services Infrastructure demographics Supporting facilities may include The Parklands has a long-term parking areas, sporting clubs, cafes, role in providing land with low ——Analysis of existing and future accommodation, education and environmental or recreational value, community needs related retail. to meet the ongoing and expanding needs of the community for services ——Consideration of existing facilities Community Facility Hubs infrastructure such as electricity, gas, and infrastructure Community Facility Hubs are telecommunications, water, opportunities to provide social and sewer. ——Assessment of environmental services such as medical, seniors’ opportunities and constraints care, education and other community Business and employment facilities. Appropriate locations may A means of achieving financial ——Review of commercial viability adjoin existing recreation areas, to sustainability for the Parklands is activate those areas which might be to use land with low environmental ——Contribution to the identified land- less utilised during the week or in or recreational values for long-term use outcomes for each type of Hub conjunction with compatible business leases. This generates land uses. income, additional local jobs and WSPT Business Hubs capital investment in the region. Located on land with low Links The funds generated by business environmental and recreational Investment in Parklands Hubs will uses support the Parklands’ ongoing value, WSPT Business Hubs typically be linked by a network of bushland, maintenance and improvements. This include retail, commercial and/ walking and cycling trails, urban ensures the Parklands will be well or industrial uses. They generate farming and vehicle access. managed and regularly upgraded, revenue to support the Parklands’ without being a financial drain on operations, including maintenance the community. Business lands and development of new and

might include retail, light industrial, existing facilities. WSPT Business 2030 PLAN OF MANAGEMENT logistics and commercial uses. Hubs make a significant contribution to economic development, 43 employment and training opportunities in Western Sydney.

LAND USES

The future land use table indicates targets for the long-term uses beyond 2030 and the life of this Plan, when the Parklands is fully activated. Some Hub sites, such as for community facilities, are yet to be determined.

Table 5 Land Use: past, current and future

LAND USE 2010 2018 LONG-TERM CONDITIONS ACHIEVEMENTS OUTCOMES LAND-USE FRAMEWORK

Initial area % of Existing % of Future % of (ha) Parklands area (ha) Parklands area (ha) Parklands

Natural and Cultural 1056 20% 1,356 26% 1954 37% Heritage Conservation Bushland Corridor (bushland, habitat, riparian corridors and wetlands)

Community Facilities 0 0% 7 <1% 105 2% Educational, medical, seniors, other

Unstructured Recreation 264 5% 384 7% 795 15% Picnic, play, events grounds, open space, walking, cycling and riding tracks, cafes

Indoor and Outdoor Sport and 422 8% 432 8% 528 10% Structured Recreation Sports fields and courts, sports centres such as equestrian and shooting centres, stadiums, racetracks, motorcycle tracks

Urban Farming and Rural 105 2% 180 3% 264 5% Grazing, cropping, horticulture and viticulture, forestry, agri- processing plants, farmers’ markets, animal boarding, children’s farm, agistment, community gardens

Tourism 6 <1% 31 <1% 264 5% Hotels, theme parks, wildlife parks, camping areas, entertainment venues, cinemas, convention/ function centres

Long-term Infrastructure 1,050 20% 1,050 20% 1,162 22% Water storage and supply,

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT electricity, gas, sewerage, roads, easements

44 Interim Infrastructure 240 5% 240 5% 105 2% Recycling services, Austral Bricks

Interim Land Uses 2,130 40% 1,537 29% 0 0% Short-term residential tenancies, vacant land, private land yet to be acquired

WSPT Business Hubs – – 63 1% 105 2% 2010 Land Use (%)

40 Interim Land Uses

20 Long-term Infrastructure

20 Natural and Cultural Heritage Conservation

8 Indoor and Outdoor Sport and Structured Recreation

5 Unstructured Recreation

5 Interim Infrastructure LAND-USE FRAMEWORK

2 Urban Farming and Rural

0 Tourism

0 Business

0 Community Facilities

Long-term land use targets (%)

0 Interim Land Uses

22 Long-term Infrastructure

37 Natural and Cultural Heritage Conservation

10 Indoor and Outdoor Sport and Structured Recreation

15 Unstructured Recreation

2 Interim Infrastructure PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT 5 Urban Farming and Rural 45 5 Tourism

2 Business

2 Community Facilities

PARKLANDS’ PRECINCTS 6 48 PLAN OF MANAGEMENT 2030 PARKLANDS’ PRECINCTS and activities. identification ofproposed programs the naturalenvironment; access;andthe uses; leaseopportunities;enhancementof character; existingandpotentialland These guidelinesdetailthedesired future with keystakeholdersandthecommunity. precinct have beendeveloped inconsultation functions. Management guidelinesforeach by theircharacter, context,landuseand the Parklands, withboundariesdefined Sixteen precincts have beenidentifiedwithin PRECINCTS PARKLANDS’

N GLENDENNING

WOODCROFT 1 Nurragingy Recreation BLACKTOWN MT DRUITT Blacktown International Charlie Bali Sportspark Reserve 2 The Rooty Hill 4 3

Morreau Bungarribee PRECINCTS PARKLANDS’ M4 Sporting Reserve and Amphitheatre HUNTINGWOOD Wet'n'Wild 5 Sydney 8 Motorsport Park 7 Prospect 6 Nature Western Sydney Reserve International Dragway

EASTERN CREEK Prospect Reservoir

Eastern Creek Waste Management Centre 9 HORSLEY PARK WETHERILL PARK

Sydney International Equestrian Lizard Centre 10 Log

The Dairy ABBOTSBURY CECIL PARK 11 Calmsley Hill City Farm Business Hub

Wylde 14 Mountain Plough & Unstructured Bike Harrow Recreation Hub Sydney Facilities International 12 Shooting Sport and Structured Centre Recreation Hub

Kemps Creek Tourism Hub Nature Reserve CECIL HILLS 1 Precinct 13 Precinct Boundary M7 AUSTRAL Environmental Conservation Area PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT 15 Bushland Corridor

Shale Hills Creek 49

WEST HOXTON Water Supply Canal and Pipelines

Infrastructure 16 Rail LEPPINGTON Parkland Tracks PRECINCT 1: NURRAGINGY

The Nurragingy Precinct Desired Future Character Key Management Priorities (285 hectares) includes the A well-developed regional Eastern Creek floodplain, Recreational Hub focused on Environmental Protection Nurragingy Reserve the gardens and bushland at and Land Stewardship Nurragingy Reserve, connected by ——Create a cohesive bushland and agistment lands in walking and cycling tracks to local landscape for the precinct along the north. The precinct sports, structured and unstructured boundaries to Richmond Road, is defined by the M7 recreational sites in a semi-rural Powers Street, and Knox Road Motorway in the north, and bushland setting. Integrated ——Collaborate with Blacktown City Community Facility Hubs provided in Council to improve the bushland Knox Road to the east, a semi-rural and bushland setting as and biodiversity along Eastern Creek Glendenning Road to the required. including Nurragingy Reserve west and the Western ——Work with partners to improve water Railway line to the south. Objectives quality in Eastern Creek and to ——Enhance Nurragingy Reserve as a key develop potential sustainable water Doonside and Rooty Hill Recreation Hub in accordance with projects Railway Stations are close the Nurragingy Reserve Masterplan ——Investigate restoration of a to the precinct. A large ——Conserve and maintain natural floodplain wetland (currently dam) and cultural heritage values and tributary near Owen Street portion of the precinct falls including the core native habitat in ——Further investigate the area’s

PARKLANDS’ PRECINCTS 1: NURRAGINGY — PRECINCT PARKLANDS’ within an environmental Nurragingy Reserve Aboriginal and non-Aboriginal conservation area. ——Improve waterways and inflows cultural heritage through water management that ——Maintain and improve rural integrates with recreation and agistment, especially with private habitat opportunities landowners north of Nurragingy ——Improve walking and cycling Reserve connections through Nurragingy Reserve to the wider Parklands Creating Recreational and ——Allow agistment where appropriate Community Facilities ——Create Community Facility Hubs ——Complete a comprehensive network as required of walking and cycling tracks throughout the precinct, including Land Use Opportunities links to Nurragingy Reserve and ——Local and district unstructured adjoining tracks recreation and associated facilities ——Expand local sports facilities in ——Sport, structured recreation and partnership with Blacktown City associated facilities Council ——Environmental education facilities ——Provide Community Facility Hubs ——Walking and cycling tracks as required, such as Blacktown City ——Potential Aboriginal and Council’s Animal Holding Facility non-Aboriginal cultural and heritage interpretation Community Participation ——Community facilities and Engagement ——Environmental protection works ——Collaborate with Blacktown City ——Creek line, flood and Council to upgrade Nurragingy water management Reserve’s public facilities ——Utilities infrastructure and amenities ——Expand social and community

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT programs in the Precinct

50 Financial Sustainability and Economic Development ——Continue working with Blacktown City Council under the current Nurragingy Reserve lease arrangement Westlink M7 N

DEAN PARK

Richmond Road

Breakfast Creek

Quakers Hill Parkway

GLENDENNING QUAKERS HILL PARKLANDS’ PRECINCTS 1: NURRAGINGY — PRECINCT PARKLANDS’ WOODCROFT

Power Street

Knox Road

Nurragingy Reserve

Eastern Creek Doonside Railway Station Unstructured Recreaction Hub NURRAGINGY PRECINCT 1 DOONSIDE Precinct Boundary Angus Creek Bushland Corridor PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT Environmental Conservation Area 51 Heritage Item

Eastern Road Parklands Tracks Waterway Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 2: EASTERN ROAD SPORTS

The Eastern Road Sports Desired Future Character Key Management Priorities Precinct (188 hectares) To be a key regional Sport and includes Blacktown Structured Recreation Hub for Environmental Protection International Sportspark Western Sydney with strong and Land Stewardship connections to the Parklands, ——Work with partners such as Sydney and associated sports providing high quality facilities Water and Blacktown City Council facilities south of Eastern and bushland conservation areas. to improve Eastern Creek’s water Road. The M7 Motorway is quality, and maximise water recycling a strong visual boundary Objectives opportunities for irrigation and ——Continue developing the precinct other uses to the west of the precinct, as a high-quality regional sport and ——Improve bushland and biodiversity with the Bungarribee structured recreation destination along Eastern Creek residential area bordering ——Enhance linkages with internal ——Further investigate the area’s the precinct to the east. Parklands access trails, and to Aboriginal and non-Aboriginal surrounding areas including cultural heritage Blacktown City Council Bungarribee Park and the M7 Motorway cycleway Creating Recreational and plays an important role in ——Provide ecological links to the Community Facilities delivering sports facilities east and south to Bungarribee ——Continue expanding the diversity in the precinct and it is of regional sport and structured expected the Trust and Land Use Opportunities recreation around Blacktown ——Regional structured and unstructured International Sportspark, with both Council will continue recreation and associated facilities public and private partnerships working together to deliver ——Environmental protection works ——Improve pedestrian and cycling links ——Potential Aboriginal and non- between Blacktown International

EASTERN ROAD SPORTS PRECINCTS 2: EASTERN ROAD — PRECINCT PARKLANDS’ management priorities. Aboriginal cultural and heritage Sportspark, the residential interpretation development to the east, ——Community facilities and Bungarribee Park ——Events spaces and related facilities ——Walking and cycling tracks Community Participation ——Sport and health based tourism, and Engagement entertainment, employment and ——Explore partnership opportunities for educational facilities events and event facilities ——Utilities infrastructure Financial Sustainability and Economic Development ——Support complementary facilities associated with sports, tourism, and education in Blacktown International Sportspark ——Explore carbon neutral opportunities with sports facility stakeholders, including waste management, use of biodegradable materials, and renewable energies PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

52 N

Eastern Creek

Doonside Railway Station GLENDENNING Charlie Bali Reserve DOONSIDE

Angus Creek Kareela Reserve

Blacktown International Sport and Structured Sportspark Recreation Hub

Aquilina EASTERN ROAD SPORTS PRECINCTS 2: EASTERN ROAD — PRECINCT PARKLANDS’ Reserve

Bungarribee Creek

Eastern Road

Sport and Structured Recreation Hub

EASTERN ROAD ROOTY HILL SPORTS PRECINCT 2

Precinct Boundary

Bushland Corridor PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT Environmental Conservation Area Great Western Highway Eastern Creek 53 Westlink M7 Heritage Item Parklands Tracks Waterway Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 3: ROOTY HILL

The Rooty Hill Precinct Desired Future Character Key Management Priorities (206 hectares) is isolated To expand the Eastern Creek from the wider Parklands Business Hub and Bushland Corridor Environmental Protection corridor by the M7 along the M7 connecting to Rooty and Land Stewardship Hill and Moreau Reserve, and its ——Support Blacktown City Council’s Motorway to the east. It event and sports facilities. improvements to the Bushland contains the open bushland Corridor and biodiversity, which links reserve of Rooty Hill, Objectives Rooty Hill and the bushland near Moreau Sporting Reserve ——Work with private partners to create Eastern Creek Business Hub a vibrant commercial and retail ——Work with Blacktown Council to and amphitheatre, the centre within the Eastern Creek manage the state significant heritage proposed Eastern Creek Business Hub values of The Rooty Hill Business Hub on Rooty ——Work with Blacktown City Council ——Explore and interpret the area’s Hill Road and the heritage to conserve the scenic and cultural Aboriginal and non-Aboriginal heritage values of Rooty Hill and cultural heritage significant Rooty Hill and provide opportunities for visitors to Pioneer Memorial Church. experience the significant cultural Creating Recreational and heritage of The Rooty Hill Community Facilities ——Connect the Precinct with the wider Land Use Opportunities Parklands via walking and cycling PARKLANDS’ PRECINCTS 3: ROOTY — PRECINCT HILL PARKLANDS’ ——WSPT Business Hub at a site tracks along Eastern Road and the designated by the Trust Great Western Highway ——Local structured and unstructured recreation and associated facilities Community Participation ——Event spaces and related facilities and Engagement ——Environmental protection works ——Support Blacktown City Council’s ——Aboriginal and non-Aboriginal ongoing improvement of sport and cultural and heritage interpretation event facilities at Rooty Hill ——Utilities infrastructure ——Explore partnership opportunities for events and event facilities

Financial Sustainability and Economic Development ——Develop a vibrant commercial and retail centre at Eastern Creek Business Hub to support the Parklands, local employment, and economic development in Western Sydney, via private partnerships PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

54 N

Angus Creek

Eastern Road

The Rooty Hill

Rooty Hill Road South

Morreau Sporting Reserve and Amphitheatre PARKLANDS’ PRECINCTS 3: ROOTY — PRECINCT HILL PARKLANDS’

Church Street

ROOTY HILL

Eastern Creek Business Hub

Westlink M7

Great Western Highway

ROOTY HILL PRECINCT 3

Precinct Boundary Bushland Corridor Environmental

Conservation Area 2030 PLAN OF MANAGEMENT Heritage Item 55 Parklands Tracks Creek Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 4: BUNGARRIBEE

The Bungarribee Precinct Desired Future Character Key Management Priorities (216 hectares) is a wide To be a regional recreation, open scenic landscape entertainment and tourism Environmental Protection that includes Eastern destination, used throughout the and Land Stewardship week for unstructured recreation, ——Manage and enhance grassland Creek and its flood plain, tourism, community facilities, and species diversity and ephemeral former grazing lands, public cultural events and activities. The wetland function parklands and Aboriginal precinct is to have an extensive ——Explore and interpret the area’s heritage. The precinct walking and cycling track network Aboriginal and non-Aboriginal with links to Blacktown International heritage is bounded by the M7 Sportspark and Bungarribee Motorway to the west, and residential area. Creating Recreational and residential and industrial Community Facilities land to the south and east. Objectives ——Expand the Precinct’s regional ——Continue to create a major recreation, entertainment and regional unstructured recreation, tourism entertainment and tourism ——Expand the existing network of destination and associated uses walking and cycling tracks with ——Enhance pedestrian and cyclist bridge crossings over Eastern Creek access to and through the precinct, and Bungarribee Creek, and including links to adjoining provide safe crossings of major

PARKLANDS’ PRECINCTS 4: BUNGARRIBEE — PRECINCT PARKLANDS’ residential, employment and adjacent roads sporting areas ——Create an entertainment and tourism ——Conserve and maintain the Parklands’ precinct with programs and events to Bushland Corridor and links to attract a wide variety of future users surrounding areas and age groups ——Conserve and enhance the open grasslands and wetlands for habitat Community Participation diversity and scenic amenity and Engagement ——Deliver a strong and cohesive Land Use Opportunities precinct image along the Great ——Regional unstructured recreation and Western Highway and Doonside Road associated facilities ——Walking and cycling tracks Financial Sustainability and ——Tourism, entertainment, supporting Economic Development retail, and associated uses ——Create a vibrant destination ——Bushland, grassland, and wetland precinct for tourism, entertainment regeneration and conservation and associated uses to generate ——Aboriginal and potential non- local employment and economic Aboriginal cultural and heritage development in Western Sydney via interpretation private partnerships ——Community facilities ——Cultural and leisure events and educational programs and associated facilities ——Utilities infrastructure PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

56 Eastern Creek N

Eastern Road

Doonside Road

Bungarribee Creek

Rooty Hill Road South

Bungarribee Park PARKLANDS’ PRECINCTS 4: BUNGARRIBEE — PRECINCT PARKLANDS’

Westlink M7

Unstructured Recreation Hub Tourism Hub

Great Western Highway

Huntingwood West Employment Lands

EASTERN CREEK BUNGARRIBEE PRECINCT 4 Eastern Creek Precinct Boundary

Bushland Corridor

Environmental 2030 PLAN OF MANAGEMENT Western Motorway M4 Light Horse Conservation Area Interchange Heritage Item 57 Parklands Tracks Waterway Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 5: EASTERN CREEK MOTOR SPORTS

The Eastern Creek Motor Desired Future Character Key Management Priorities Sports Precinct To be a venue for amateur and (272 hectares) is a professional motorsports, and Environmental Protection constructed landscape associated activities, events, and Land Stewardship exhibitions and facilities. ——Ensure protection of the adjacent containing two major Prospect Nature Reserve sport venues: Sydney Objectives ——Further investigate the area’s International Motorsports ——Work with stakeholders to continue Aboriginal and Non-Aboriginal Park and the Western providing quality motorsports cultural heritage facilities Sydney International ——Improve general streetscape amenity Creating Recreational and Dragway. It is bounded and buffer/integration to the broader Community Facilities by Ferrers Road on the Parklands, while acknowledging the ——Support tenancies that provide Precinct’s motorsports character high quality motorsports-related west and Prospect Nature recreation and sport activities, and Reserve on the east. Land Use Opportunities all associated activities and facilities ——Motorsports, structured recreation and associated facilities Community Participation ——Entertainment, commercial recreation, and Engagement events and exhibition spaces ——Work with partners to increase and facilities visitation, site activation and ——Motorsports-related education broaden community engagement and commercial activities and with the Precinct associated facilities ——Tourism facilities Financial Sustainability and ——Education, training and Economic Development associated facilities ——Create a vibrant motorsports ——Environmental protection works precinct which includes events, EASTERN CREEK MOTOR SPORTS PRECINCTS 5: EASTERN CREEK MOTOR — PRECINCT PARKLANDS’ ——Potential Aboriginal and non- tourism, motor related technologies, Aboriginal cultural and heritage education opportunities and interpretation complementary uses to generate ——Utilities infrastructure local employment and economic development in Western Sydney, via private partnerships PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

58 HUNTINGWOOD N

Western Motorway M4

Sydney Motorsport Park

Ferrers Road Sport and Structured Recreation Hub

Eastern Creek EASTERN CREEK MOTOR SPORTS PRECINCTS 5: EASTERN CREEK MOTOR — PRECINCT PARKLANDS’

Western Sydney International Dragway

EASTERN CREEK MOTOR SPORTS Warragamba Pipelines PRECINCT 5

Precinct Boundary

Bushland Corridor PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT Environmental Conservation Area 59 Heritage Item Parklands Tracks Waterway Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 6: WALLGROVE

The Wallgrove Precinct Desired Future Character Key Management Priorities (309 hectares) contains To be an evolving precinct that a diverse range of urban includes some of the current uses Environmental Protection services infrastructure such such as environmental monitoring, and Land Stewardship brickmaking, agriculture and recycling ——Work with State Government as recycling, brickmaking, sites. The precinct has potential agencies to improve water quality quarrying and the former for the development of renewable in Eastern Creek Eastern Creek Waste energy and recycling opportunities, ——Improve the bushland and Management Centre, now agriculture, unstructured recreation biodiversity along Eastern Creek and sport uses, and a potential and its inflows being decommissioned. The WSPT Business Hub development. ——Further investigate the area’s precinct includes agistment Aboriginal and non-Aboriginal land adjacent to the Light Objectives cultural heritage Horse Interchange and the ——Work with other State Government ——Explore urban farming opportunities agencies to manage the transition on the former landfill site M7 Motorway. from landfill, to other long-term land uses that will meet Creating Recreational and Western Sydney’s needs Community Facilities ——Work with agencies to restore ——Explore long-term unstructured ecological and visual landscapes recreation and sports outcomes

PARKLANDS’ PRECINCTS 6: WALLGROVE — PRECINCT PARKLANDS’ ——Investigate options to develop WSPT which are compatible with Business Hubs at sites designated by former landfill uses and future the Trust recycling uses ——Explore long-term walking and Land Use Opportunities cycling links ——WSPT Business Hubs at sites designated by the Trust Community Participation ——Urban farming and and Engagement associated facilities ——In association with the development ——Extraction, recycling and of recreation or sports facilities associated uses as they are developed, increase ——Walking and cycling tracks visitation, precinct activation and ——Unstructured recreation, sports engagement and its recreation or and associated facilities environmental uses ——Sport, structured recreation and associated facilities Financial Sustainability and ——Environmental protection works Economic Development ——Potential Aboriginal and non- ——Explore the potential for WSPT Aboriginal cultural and heritage Business Hubs at sites designated interpretation by the Trust ——Utilities infrastructure ——Manage the impacts of future service infrastructure expansions in the Precinct PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

60 Pikes Lane Tourism Hub (Under Investigation) N

Pikes Lane Business Hub (Under Investigation)

Huntingwood West HUNTINGWOOD Employment Lands Eastern Creek

Light Horse Interchange Western Motorway M4

Light Horse Interchange Business Hub (Under Investigation)

Westlink M7 Sydney

Ferrers Road Motorsport PARKLANDS’ PRECINCTS 6: WALLGROVE — PRECINCT PARKLANDS’ Reedy Creek Park

Eastern Creek

Western Sydney International Waste Dragway Services

Warragamba Pipelines

WALLGROVE

Austral PRECINCT 6 Bricks Precinct Boundary

Bushland Corridor Eastern Creek Environmental 2030 PLAN OF MANAGEMENT Conservation Area Heritage Item 61 Parklands Tracks Waterway Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 7: PROSPECT RECREATION

The Prospect Recreation Desired Future Character Key Management Priorities Precinct (148 hectares) is To be a major destination for a distinct recreation and tourism, structured and unstructured Environmental Protection tourism destination shaped recreation. To protect critical and Land Stewardship WaterNSW and Sydney Water supply ——Work with Sydney Water and by the Prospect Reservoir infrastructure and their cultural WaterNSW to improve biodiversity catchment area and the heritage values. quality and links to the Prospect M4 Motorway. It contains Nature Reserve Wet’n’Wild Water Theme Objectives ——Explore and interpret the area’s ——Protect the integrity of Prospect Aboriginal and non-Aboriginal Park, the state heritage Reservoir, its infrastructure and cultural heritage significant setting of the cultural heritage values Prospect Reservoir, the ——Create a major destination precinct Creating Recreational and Atura Hotel, the state for recreation, leisure and tourism Community Facilities ——Retain and enhance the walking and ——Expand the existing network of heritage significant Royal cycling track network, including the walking and cycling tracks and link Cricketers Arms Hotel, Prospect Cycling Track to the Prospect Cycleway Blacktown Drive-In, popular ——Create lookout opportunities to Land Use Opportunities maximise views across the reservoir picnic grounds, Peckys ——Unstructured recreation and water body Disability Services, an associated facilities ——Build a major new regional recreation all-access playground and ——Sport, structured recreation and and tourism destination in a scenic areas of rural landscape. associated facilities landscape setting ——Tourism and associated uses ——Walking and cycling tracks Community Participation PROSPECT RECREATION PRECINCTS 7: PROSPECT — PRECINCT PARKLANDS’ ——Environmental protection works and and Engagement environmental facilities ——Deliver a strong and cohesive ——Information, interpretation and precinct image along the M4 and education facilities Reservoir Road ——Community facilities ——Design a tourism precinct with ——Aboriginal and non-Aboriginal programs and events to attract a cultural and heritage interpretation wide variety of future users and ——Water supply system and age groups utilities infrastructure Financial Sustainability and Economic Development ——Create a vibrant destination precinct for recreation, tourism and complementary uses, which will generate local employment and economic development in Western Sydney via partnerships with private industry, Sydney Water and WaterNSW PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

62 HUNTINGWOOD N

Western Motorway M4 Blacktown Creek Tourism Hub

Reservoir Road

Prospect Wet 'n' Wild Reservoir

Prospect Nature Reserve

Peckys Disability Services

TourismTourism Hub Hub PROSPECT RECREATION PRECINCTS 7: PROSPECT — PRECINCT PARKLANDS’

Walder Park

Prospect Creek

PROSPECT RECREATION PRECINCT 7

Precinct Boundary

Bushland Corridor PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT Environmental Conservation Area 63 Heritage Item Parklands Tracks WETHERILL PARK Waterway Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 8: PROSPECT RESERVOIR AND NATURE RESERVE

The Prospect Reservoir and Desired Future Character Key Management Priorities Nature Reserve Precinct To be a designated nature reserve (1,080 hectares) contains and conservation area, which Environmental Protection the Prospect Reservoir, contains Prospect Reservoir and and Land Stewardship important water storage and supply ——Work with Sydney Water, WaterNSW WaterNSW and Sydney infrastructure. and the National Parks and Wildlife Water Infrastructure, Service to improve the quality of and the Prospect Nature Objectives biodiversity quality and link to the Reserve (325 hectares). ——Support WaterNSW, Sydney wider Parklands’ Bushland Corridor Water and the National Parks and ——Explore and interpret the area’s The area has significant Wildlife Service to protect water Aboriginal and non-Aboriginal Aboriginal and non- supply quality, maintain water, cultural heritage Aboriginal heritage value dam infrastructure and bushland ——Prospect Nature Reserve is subject and a unique landscape resources and protect their cultural to a separate Plan of Management heritage values as required under the National Parks including the Valve House, ——Conserve and maintain links to and Wildlife Act 1974 Upper Canal system and the the Bushland Corridor within the archaeological remains Parklands and surrounding areas of Veteran Hall. Land Use Opportunities ——Nature reserves and associated support facilities ——Environmental protection works and environmental facilities

PROSPECT RESERVOIR PRECINCTS 8: PROSPECT — PRECINCT PARKLANDS’ ——Walking and cycling tracks ——Aboriginal and non-Aboriginal cultural and heritage interpretation ——Water supply system and utilities infrastructure PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

64 N HUNTINGWOOD

Blacktown Creek Western Motorway M4

Reservoir Road

Prospect Reservoir

Prospect Nature Reserve

Walder Warragamba Pipelines Park PROSPECT RESERVOIR PRECINCTS 8: PROSPECT — PRECINCT PARKLANDS’

Prospect Creek

PROSPECT Upper Canal System RESEVOIR AND NATURE RESERVE PRECINCT 8

Victoria Road Precinct Boundary

Bushland Corridor Environmental Conservation Area

WETHERILL PARK Heritage Item 2030 PLAN OF MANAGEMENT Parklands Tracks Waterway 65 Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 9: HORSLEY PARK

The Horsley Park Precinct Desired Future Character ——Activate further sites for (313 hectares) has To be a key WSPT Business urban farming undulating rural farming Hub site as an extension of the ——Work with industry/educational lands bounded by the M7 Smithfield/Wetherill Park industrial groups to develop best practice area, surrounded by a sustainable urban farming programs and industry Motorway to the west, urban farming precinct. The urban links across Sydney industrial lands (Smithfield farming precinct will feature market ——Explore and interpret the area’s and Wetherill Park) to the gardening, community and Aboriginal and non-Aboriginal east, private quarrying and research gardens, agri-tourism, cultural heritage and education programs. brickmaking facilities to Creating Recreational and the north and the State Objectives Community Facilities heritage significant Upper ——Support ongoing WSPT Business ——Develop a walking and cycling track Canal system. Hubs at sites designated by network through the Precinct that the Trust links to Prospect Cycleway ——Engage existing farming landowners ——Enhance the farming landscape and in sustainable urban farming create a cohesive urban farming practices identity for the precinct ——Create a destination around farming ——Expand the activation of the precinct and agriculture with a focus on urban farming ——Build a cohesive rural landscape from such as cafes, events and other

PARKLANDS’ PRECINCTS 9: HORSLEY PARK — PRECINCT PARKLANDS’ internal and boundary roads that opportunities for public interaction clearly identifies the precinct as part of the Parklands and that conserves Community Participation rural heritage landscapes and Engagement ——Protect the Upper Canal system, ——Develop sustainable farming its catchment and cultural education and research programs heritage values with partners ——Encourage private landowners to Land Use Opportunities participate in the sustainable urban ——WSPT Business Hubs at sites farming program designated by the Trust ——Create community engagement ——Agri-tourism and education and opportunities for the urban farming associated facilities program, such as farm-gate sales, ——Urban farming, market gardens and cafes and educational outlets associated facilities ——Farm-gate shops, markets and Financial Sustainability and associated facilities Economic Development ——Walking and cycling tracks ——Continue to support WSPT Business ——Utilities infrastructure Hubs at sites designated by ——Aboriginal and non-Aboriginal the Trust cultural and heritage interpretation ——Manage the impacts of any future service infrastructure expansions in the precinct, if required Key Management Priorities

Environmental Protection and Land Stewardship

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT ——Improve the biodiversity and bushland quality within the Precinct, 66 including along Eastern Creek ——Work with partners such as Sydney Water to investigate water harvesting, landscape recycling systems and water recycling for irrigation ——Work with partners to improve the water quality in Eastern Creek, and with WaterNSW to protect the Upper Canal and its water quality Warragamba Pipelines N

Wallgrove Road

Upper Canal System Redmayne Road PARKLANDS’ PRECINCTS 9: HORSLEY PARK — PRECINCT PARKLANDS’

Horsley Park Westlink M7 Business Hub

Horsley West Ferrers Road Business Hub (Under Investigation) The Horsley Drive

HORSELY PARK PRECINCT 9 Eastern Creek Precinct Boundary

Bushland Corridor

Environmental 2030 PLAN OF MANAGEMENT Conservation Area Heritage Item 67 Parklands Tracks Waterway Border Road Cotswold Road Gas Infrastructure Electricity Infrastructure

Cowpasture Road LGA Boundary PRECINCT 10: ABBOTSBURY

The Abbotsbury Precinct Desired Future Character Key Management Priorities (708 hectares) is a scenic To be a centre of major activity for area including Cumberland the Parklands, offering a full range of Environmental Protection Plain Woodland, the Sydney cultural, recreational, tourism, sport and Land Stewardship and community uses, including urban ——Improve the biodiversity and International Equestrian farming and equestrian activities. bushland quality within the Precinct, Centre, Calmsley Hill City This Precinct has a high level of including along Eastern Creek Farm, and Plough and design quality, in a picturesque ——Investigate water harvesting, Harrow, Lizard Log, The environment. landscape recycling systems and water recycling for irrigation with Dairy picnic areas, the Objectives partners such as Sydney Water archaeological remains of ——Enhance picnic areas, entertainment ——Work with partners to improve the Abbotsbury House and venues and play spaces by creating water quality in Eastern Creek, and the state-significant Upper Unstructured and Structured with WaterNSW to protect the Recreation Hubs Upper Canal, its water quality and Canal system. A north-south ——Enhance internal connections and heritage value ridgeline with regional legibility between destinations ——Explore and interpret the area’s views creates two distinct ——Protect bushland Aboriginal and non-Aboriginal ——Expand recreation and tourism cultural heritage sub-precincts. Parts of the opportunities across the precinct, precinct include sections of including within the Sydney Creating Recreational and

PARKLANDS’ PRECINCTS 10: ABBOTSBURY — PRECINCT PARKLANDS’ a gazetted Regional Park. International Equestrian Centre Community Facilities ——Protect the Upper Canal system, ——Create destination centres around water supply quality and cultural Lizard Log, Plough and Harrow, and heritage values The Dairy. Link these with cycling and walking tracks, including through Land Use Opportunities Moonrise and Sugarloaf Ridge ——Regional unstructured recreation and ——Expand precinct activation with cafes, associated facilities events and tourism opportunities ——Sport, equestrian activities, fitness such as camping, destination hiking and associated facilities trails, and other activities ——Walking and cycling tracks, and ——Support the activities of Calmsley Hill bridle trails City Farm as a destination ——Tourism, entertainment and associated facilities, including Community Participation cafe/kiosk facilities and Engagement ——Urban farming and ——Deliver a strong and cohesive associated facilities precinct image along Horsley Drive, ——Community facilities M7 Motorway and at key entrances ——Educational facilities ——Develop educational environment, ——Aboriginal and non-Aboriginal culture, heritage programs cultural and heritage interpretation and events ——Environmental protection works ——Utilities infrastructure Financial Sustainability and Economic Development ——Work with Sydney International Equestrian Centre and Calmsley Hill City Farm to expand recreation,

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT education, and heritage and business links 68 Western Sydney Regional Park Plan of Management ——This Precinct contains the Western Sydney Regional Park which is also subject to a separate Plan of Management, as required under the National Parks and Wildlife Act N

Eastern Creek

The Horsley Drive Wallgrove Road Wallgrove

Unstructured Sydney Recreation International Hub Equestrian Centre HORSLEY PARK

Sport and Structured Upper Canal System Recreaction Lizard Log Hub

Border Road

Cowpasture Road PRECINCTS 10: ABBOTSBURY — PRECINCT PARKLANDS’ Saxony Road Moonrise The Dairy Lookout

Westlink M7

Sugarloaf Ridge

Calmsley Hill City Farm

ABBOTSBURY

ABBOTSBURY PRECINCT 10

Precinct Boundary

Bushland Corridor

Environmental 2030 PLAN OF MANAGEMENT Plough and Conservation Area Harrow Heritage Item 69 Parklands Tracks Waterway Unstructured Gas Infrastructure Recreation Electricity Hub Infrastructure LGA Boundary PRECINCT 11: CECIL PARK NORTH

The Cecil Park North Desired Future Character Key Management Priorities Precinct (65 hectares) is To provide for bushland and semi- a small area of bushland rural paddocks as interim land Environmental Protection and rural residential uses, with future investigation into and Land Stewardship potential business or tourism uses. ——Improve the biodiversity and lands isolated from the Allowance will be made for the bushland quality along drainage lines main Parklands corridor future M12 Motorway corridor and ——Maintain and improve existing by the M7 Motorway, the associated infrastructure, if required. semi-rural land uses, as an future M12 Motorway and interim land use Objectives ——Further investigate the area’s Elizabeth Drive. ——Protect and enhance the natural Aboriginal and non-Aboriginal systems and environmental values cultural heritage ——Provide services infrastructure as required Creating Recreational and ——Investigate business and tourism Community Facilities potential on remaining lands ——Limited recreation or community use as appropriate Land Use Opportunities ——WSPT Business Hubs at sites Community Participation designated by the Trust and Engagement ——Tourism and associated facilities ——Increase activation and visitation ——Environmental protection works as appropriate ——Potential Aboriginal and non- CECILPARK NORTH PRECINCTS 11: CECILPARK — PRECINCT PARKLANDS’ Aboriginal cultural and Financial Sustainability and heritage interpretation Economic Development ——Existing semi-rural uses ——Balance the impact of future service ——Utilities infrastructure infrastructure expansion with future business and tourism uses PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

70 N

Wallgrove Road Business Hub (Under Investigation) CECILPARK NORTH PRECINCTS 11: CECILPARK — PRECINCT PARKLANDS’

CECIL PARK NORTH PRECINCT 11

Precinct Boundary

Bushland Corridor PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT Environmental Conservation Area 71 Heritage Item Parklands Tracks Waterway Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 12: COWPASTURE

The Cowpasture Precinct Desired Future Character Key Management Priorities (119 hectares) is a hilly To be a scenic natural landscape backdrop to residential backdrop for neighbouring residential Environmental Protection development, and a areas, and an access point to future and Land Stewardship recreation facilities at Cecil Park. ——Improve the biodiversity and vegetation buffer to the bushland quality within the Precinct M7 Motorway. Objectives ——Further investigate the area’s ——Support local unstructured recreation Aboriginal and non-Aboriginal such as walking and cycling tracks cultural heritage ——Maintain the existing semi-rural and bushland character Creating Recreational and ——Maintain Bushland Corridor within Community Facilities the Parklands ——Work with Liverpool City Council to create local unstructured recreation Land Use Opportunities opportunities and walking and ——Local unstructured recreation and cycling links across to Cecil Park associated facilities ——Community facilities Community Participation ——Environmental protection works and Engagement ——Potential Aboriginal and non- ——Provide interpretation of Aboriginal Aboriginal cultural and heritage and non-Aboriginal culture

PARKLANDS’ PRECINCTS 12: COWPASTURE — PRECINCT PARKLANDS’ interpretation ——Engage with the community via ——Utilities infrastructure volunteer programs focused on recreation, environment and education, including bushland regeneration and management of the existing dam PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

72 N

Elizabeth DriveDrive

Westlink M7

CECIL HILLS PARKLANDS’ PRECINCTS 12: COWPASTURE — PRECINCT PARKLANDS’

Hinchinbrook Creek

Westlink M7

COWPASTURE PRECINCT 12

Precinct Boundary

Bushland Corridor

Environmental 2030 PLAN OF MANAGEMENT Conservation Area Heritage Item 73 Parklands Tracks Waterway Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 13: KEMPS CREEK

Kemps Creek Nature Desired Future Character Key Management Priorities Reserve (212 hectares) is a To be a conservation and ecological core habitat bushland area resource for the Parklands and the Environmental Protection with limited public access broader Western Sydney community. and Land Stewardship ——Work with the National Parks and contains the Kemps Objectives and Wildlife Service to improve Creek Nature Reserve. ——Promote environmental conservation biodiversity quality and links to the and educational opportunities Bushland Corridor in the ——Conserve and maintain a vital link in wider Parklands the Parklands ecological corridor ——Work with the National Parks and Wildlife Service to further investigate Land Use Opportunities the area’s Aboriginal and non- ——Environmental protection works Aboriginal cultural heritage ——Environmental education facilities ——Kemps Creek Nature Reserve is ——Potential for Aboriginal and subject to a separate Plan of non-Aboriginal cultural and Management as required under the heritage interpretation National Parks and Wildlife Act ——Utilities infrastructure PARKLANDS’ PRECINCTS 13: KEMPS CREEK — PRECINCT PARKLANDS’ PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

74 Kemps Creek Kemps N

CECIL PARK

Kemps Creek NatureNature Reserve PARKLANDS’ PRECINCTS 13: KEMPS CREEK — PRECINCT PARKLANDS’

KEMPS CREEK PRECINCT 13

FourthAvenue Avenue Precinct Boundary

Bushland Corridor

Environmental 2030 PLAN OF MANAGEMENT Conservation Area Heritage Item 75 Parklands Tracks Waterway Gas Infrastructure Electricity Gurner AvenueAvenue Infrastructure LGA Boundary AUSTRAL PRECINCT 14: CECIL PARK

The Cecil Park Precinct Desired Future Character Key Management Priorities (622 hectares) is an To be a major recreation, sport and expansive area consisting structured recreation, entertainment Environmental Protection of rolling hills, rural lands and tourism destination, linking to and Land Stewardship the developing South West Priority ——Conserve and protect biodiversity and bushland areas. It is a Growth Area. The precinct has and bushland quality within the scenic precinct that includes opportunities for picnic and play, Precinct, and improve links to Kemps the Wylde Mountain Bike water-based recreation, events, Creek Nature Reserve Trail, Sydney International tourism facilities, and active sports ——Enhance the riparian quality of including adventure sports. Hinchinbrook Creek’s headwaters Shooting Centre, service ——Maintain and improve rural agistment infrastructure and the Objectives as an interim land use state heritage significant ——Create a major destination for ——Work with WaterNSW to protect the Upper Canal system and recreation, sport, entertainment Upper Canal, its water quality and and tourism cultural heritage values associated Liverpool Offtake ——Conserve and protect the natural ——Explore and interpret the area’s Reservoir. The Precinct has landscape and ecological corridors as Aboriginal and non-Aboriginal a high point offering views a setting for future regional activities cultural heritage ——Expand recreation and visitor to the Blue Mountains and accommodation opportunities around Creating Recreational and

PARKLANDS’ PRECINCTS 14: CECIL PARK — PRECINCT PARKLANDS’ Metropolitan Sydney. Wylde Mountain Bike Trail and the Community Facilities Sydney International Shooting Centre ——Build a major new regional ——Minimise impacts on the natural and recreation, sports, entertainment recreational qualities of the precinct and tourism destination in a scenic when providing future service landscape setting infrastructure such as the M12 ——Develop a range of water-based Motorway corridor recreation opportunities over the ——Protect the Upper Canal system, its long-term water quality and cultural ——Create an entertainment and tourism heritage values precinct with programs and events to attract a wide variety of future users Land Use Opportunities and age groups ——Regional unstructured recreation and ——Work with the Office of Sport and associated facilities Recreation to further activate the ——Water based recreation and Sydney International Shooting Centre associated facilities ——Tourism, entertainment, supporting Community Participation retail and associated uses and Engagement ——Walking and cycling tracks, and ——Expand the existing network of bridle trails walking and cycling tracks, which link ——Sport, structured recreation and to the surrounding areas including associated facilities adjacent residential, and provide safe ——Events, programs and crossings of major adjacent roads associated facilities ——Build and enhance awareness of the ——Lookouts Parklands through design, signage ——Aboriginal and non-Aboriginal and other opportunities, especially cultural and heritage interpretation where viewed from the M7 and ——Community facilities proposed M12 Motorways

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT ——Education and associated facilities ——Provide long-term protection ——Environmental protection works of scenic views into and out 76 ——Utilities infrastructure of the precinct

Financial Sustainability and Economic Development ——Create a vibrant destination precinct for tourism, sports and complementary uses generating local employment and economic development in Western Sydney, through private partnerships Cecil Road N MT VERNON Tourism Hub

Wylde MTB Trail Elizabeth Drive

Upper Canal System

Sydney International Shooting Centre Unstructured Recreation Hub

Hinchinbrook Creek

Sport and Structured PRECINCTS 14: CECIL PARK — PRECINCT PARKLANDS’ Recreation Hub

Liverpool Offtake Reservoir Westlink M7

AUSTRAL CECIL PARK McIver Avenue PRECINCT 14

Precinct Boundary

Bushland Corridor Environmental 2030 PLAN OF MANAGEMENT Fifteenth Ave Conservation Area Heritage Item 77 Parklands Tracks Waterway Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 15: WEST HOXTON

The West Hoxton Precinct Desired Future Character Key Management Priorities (468 hectares) features To be a conservation-focused undulating remnant unstructured recreation precinct that Environmental Protection bushland areas bounded by protects and enhances bushland and Land Stewardship areas, meets local recreational and ——Conserve and protect biodiversity the West Hoxton residential sporting needs, delivers connections and bushland quality within the lands, the Fifteenth Avenue to a WSPT Business Hub on precinct, including improving links to village and the state Fifteenth Avenue, and provides other bushland beyond the Parklands heritage significant community facilities as required. ——Maintain and improve rural agistment as an interim land use Upper Canal system. Objectives ——Work with WaterNSW to protect the ——Enhance interfaces with existing Upper Canal, its water quality and and future residential areas cultural heritage values ——Protect the natural landscape ——Explore and interpret the area’s character of ridgelines and bushland Aboriginal and non-Aboriginal ——Work with Liverpool City Council to cultural heritage provide unstructured recreation and sports destinations to meet Creating Recreational and future needs Community Facilities ——Expand the network of walking ——Create opportunities for local and cycling trails throughout the unstructured recreation facilities

PARKLANDS’ PRECINCTS 15: WEST HOXTON — PRECINCT PARKLANDS’ Precinct and connecting to and district sports facilities adjacent communities in coordination with ——Build on the existing village of Liverpool City Council West Hoxton to create a WSPT ——Create a major regional walking and Business Hub cycling track adjacent to the Upper ——Provide opportunities for other Canal, and create links into the wider Community Facility Hubs, to meet Parklands future needs ——Provide Community Facility Hubs ——Protect the Upper Canal system, at appropriate locations to its water quality and cultural meet demand heritage values ——Build and enhance the Parklands’ identity Land Use Opportunities ——Local unstructured recreation Community Participation and associated facilities and Engagement ——Regional and district sport and ——Expand the existing network of structured recreation and walking and cycling tracks with links associated facilities to the surrounding areas including ——Community facilities adjacent residential areas, and ——Tourism facilities provide safe crossings of major ——WSPT Business Hubs at adjacent roads sites designated by the Trust ——Provide a wide range of events ——Walking and cycling tracks, and programs to meet community and bridle trails needs including education and ——Urban farming and health programs associated facilities ——Provide long-term protection of ——Environmental protection works scenic views both into and out

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT ——Aboriginal and non-Aboriginal of the precinct cultural and heritage interpretation 78 ——Utilities infrastructure Financial Sustainability and Economic Development ——Support WSPT Business Hub development at Fifteenth Avenue, and associated uses such as cafes N

McIver Avenue Gurner Avenue

AUSTRAL

Fifteenth Avenue Business Hub

SecondAvenue

Fifteenth Ave

Upper Canal System WEST HOXTON PARKLANDS’ PRECINCTS 15: WEST HOXTON — PRECINCT PARKLANDS’

Tenth Avenue Shale Hills

CARNES HILL WEST HOXTON PRECINCT 15

Unstructured Precinct Boundary Recreation Hub Bushland Corridor

Environmental 2030 PLAN OF MANAGEMENT Conservation Area Heritage Item 79 Upper Canal Parklands Tracks Waterway Gas Infrastructure Electricity Infrastructure LGA Boundary PRECINCT 16: BRINGELLY

The Bringelly Precinct (69 Desired Future Character Key Management Priorities hectares) is characterised To be a major recreation, sports, by undulating and largely entertainment and tourism Environmental Protection cleared rural residential destination with opportunities and Land Stewardship for picnic and play, water-based ——Conserve and protect biodiversity properties, bounded by the recreation, events, tourism facilities and bushland quality within the Bringelly Road, residential and sports, including adventure precinct, including improving links to development and the sports. The Precinct will also external bushland state heritage significant accommodate WSPT Business Hubs ——Maintain and improve rural agistment at designated sites along Bringelly as an interim land use Upper Canal system. The Road, with good links to the ——Work with WaterNSW to protect the Precinct is a patchwork of developing South West Growth area. Upper Canal, its water quality and public and private small heritage values landholdings with limited Objectives ——Explore and interpret the area’s ——Create a major destination for Aboriginal and non-Aboriginal existing public use. recreation, sport, entertainment cultural heritage and tourism ——Conserve and protect the natural Creating Recreational and landscape and ecological corridors as Community Facilities a setting for future regional activities ——Build a major new regional

PARKLANDS’ PRECINCTS 16: BRINGELLY — PRECINCT PARKLANDS’ ——Develop a major regional recreation, sports, entertainment walking and cycling trail adjacent and tourism destination in a scenic the Upper Canal with links to the landscape setting in coordination wider Parklands with partners ——Support WSPT Business Hub ——Create a major regional walking and functions in designated locations cycling track adjacent the Upper along Bringelly Road Canal and create links into the ——Provide future service infrastructure wider Parklands while minimising impacts on the ——Create a range of sports and tourism natural and recreational qualities of precincts with a wide range of the precinct programs and events to attract a ——Protect the Upper Canal system, wide variety of future users and its water quality and cultural age groups heritage values Community Participation Land Use Opportunities and Engagement ——Regional unstructured recreation ——Expand the existing network of and associated facilities walking and cycling tracks with links ——Tourism, entertainment, supporting to the surrounding areas including retail and associated uses adjacent residential areas, and ——Walking and cycling tracks, provide safe crossings at major and bridle trails adjacent roads ——Sport, structured recreation and ——Build and enhance awareness of the associated facilities Parklands through design, signage ——WSPT Business Hubs at sites and other opportunities designated by the Trust ——Provide long-term protection of ——Events, programs and scenic views into and out of the associated facilities Precinct

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT ——Aboriginal and non-Aboriginal cultural and heritage interpretation Financial Sustainability and 80 ——Community facilities Economic Development ——Environmental protection works ——Support sustainable Business ——Utilities infrastructure and Tourism Hubs via private partnerships, for sports and complementary uses, which generate local employment and economic development in Western Sydney N

Upper Canal

CARNES HILL

Upper Canal System PARKLANDS’ PRECINCTS 16: BRINGELLY — PRECINCT PARKLANDS’

Cowpasture Road

Bringelly Road Business Hub

Sport and Structured Recreation Hub Bringelly Road

Tourism Leppington Business Hub Hub (Under Investigation) BRINGELLY PRECINCT 16 LEPPINGTON Precinct Boundary

Bushland Corridor

Environmental 2030 PLAN OF MANAGEMENT Camden Valley Way Conservation Area Heritage Item 81 Parklands Tracks Waterway Gas Infrastructure Electricity Infrastructure LGA Boundary

CONCLUSION

7 CONCLUSION

The Final Plan of Management was prepared in mid-2018, with significant input from members of the community, government

CONCLUSION agencies and other stakeholders. More than 700 people shared their experiences, opinions and suggestions. This input has shaped the Final Plan of Management, allowing the Trust to consider the needs of the Parklands community. In implementing the Plan, the Trust will work to: ——Deliver the 2030 vision as set out in this Plan of Management 2030. ——Increase visitation, awareness and community engagement. ——Be a good steward of our environmental and cultural values. ——Improve the efficiency of the organisation and service delivery model. ——Cultivate existing and develop new partnerships with key stakeholders such as private industry, local Councils and community groups. ——Secure a long-term revenue stream to safeguard the Parklands’ future development and operations. ——Ensure the Parklands is well-positioned to capitalise on the future growth of the Western Sydney Airport development,

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT the north and south west land release areas, new transport

84 infrastructure, and the Western Sydney Employment Lands. ——Identify additional opportunities for growth which respond to emerging community needs and expectations. CONCLUSION PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT

85 DEFINITIONS

Aboriginal Cultural Heritage: Gazetted Conservation Areas: Non-Aboriginal Cultural Heritage: Aboriginal cultural heritage is the Bushland and waterways which are Non-Aboriginal cultural heritage is living, traditional and historical protected under State and Federal the historic, scientific, cultural, social, practices, representations, legislation, for the enhancement and archaeological, architectural, natural

CONCLUSION expressions, beliefs, knowledge and protection of native flora and fauna. or aesthetic heritage value of a skills (together with the associated The Gazetted Conservation Areas place, building, work, relic, movable environment, landscapes, places, include Priority Conservation Lands object or precinct that has been objects, ancestral remains and identified in the NSW and National assessed and identified as having materials) that Aboriginal people Cumberland Plain Recovery Plan Non-Aboriginal heritage significance. recognise as part of their cultural (2010) and Existing Native Vegetation heritage and identity. (ENV) under the Biodiversity Parklands Tracks: A network of Certification conferred on the State sealed and unsealed cycling, Accessibility: In the context of Environmental Planning Policy jogging/running and walking tracks. this Plan, accessibility includes (Growth Centres). recognising the special needs of Plan of Management: In the context persons with disabilities for social Greater Sydney Commission: of this Plan, a plan to define the and cultural inclusion; the ease of An independent organisation funded vision, principles, and objectives movement through a place; and the by the NSW Government, established of the Trust, and the resources and ability to reach the Parklands by to coordinate and align the planning methods to achieve them. public transport, private transport that will shape the future of Greater and active transport. Sydney. Potable Water: Water suitable for drinking, cooking and Agri-Business: Green Energy: Carbon neutral personal bathing. Agriculture-related businesses. electricity from renewable energy sources. Principles: In the context of this Biodiversity: The variety of all life plan, principles are the fundamental forms on Earth: the different plants, Hubs: Areas within the Parklands values that represent what is animals and micro-organisms; and identified for specific land uses. desirable and positive for Western the ecosystems of which they are Sydney Parklands; and which guide a part. Interim Infrastructure: Land used for The Trust’s decisions, outcomes, infrastructure in the short to medium objectives and actions. Bushland Corridor: Bushland and term, prior to establishing long-term waterways set aside to improve land uses within an area. Renewable Energy Sources: biodiversity, create habitat, link Energy from wind, solar, hydro, habitat and enhance the viability Land Stewardship: The collective geo-thermal and similar. of gazetted conservation lands. responsibility for landowners and The Corridor can include both the community to manage, protect, Riparian: Relating to, or situated on, unstructured and structured and enhance biodiversity and natural the bed and banks of a river recreation activities. heritage values. or watercourse.

Community Facilities: Regional and Objective: In the context of this Plan, Scenic: special purpose sites such as (but an objective is a medium-term goal Relating to views of natural scenery. not limited to) community centres, that will contribute to achieving the emergency services, community outcomes. Sport and Structured health, community gardens, Recreation Hubs: Regional structured education facilities and the like. Outcomes: In the context of this recreation, sports and entertainment Plan, outcomes are elements destinations, often characterised Community Facilities Hubs: which make up what is expected by significant built form such as

PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT Destinations with a role to to be achieved for each strategic arenas, stadiums, fields and tracks, accommodate social services direction by 2030. The outcomes will cycling tracks and ancillary facilities 86 through the provision of such contribute to achieving the vision for such as parking, clubs, cafes, things as (but not limited to) the Parklands. accommodation, education and educational, medical, seniors’ training, and related retail. care and community facilities. Out of Area Visitation: Parklands visitors that reside outside of the Strategic Directions: In the context Designated Sites: Sites identified three adjoining local government of this Plan, Strategic Directions within the Plan of Management for areas of Blacktown, Fairfield, and represent key areas of focus for the specific land uses. Liverpool City Councils. Parklands to 2030. Structured Recreation: Formal sport Urban Farming: Production of food and recreation activities. and other primary products in the vicinity of cities and suburbs. This Sustainability: Development that includes market gardens, orchards,

meets the needs of the present livestock and greenhouse production. CONCLUSION without compromising the ability of future generations to meet their Utilities Infrastructure: own needs. Physical structures and supply lines to provide service utilities Sydney Green Grid: Includes open including roads, electricity, gas, spaces, parks, bushland, natural telecommunications, water areas, waterway corridors and tree- and sewer. lined streetscapes in a network that connects our homes to centres, Vision: In the context of this Plan, public transport, jobs and recreation. the vision describes the desired (See: A Plan for Growing Sydney, DPE) future position of the Parklands. The vision will be achieved by 2030 Tourism Hubs: Tourism destinations through delivery of the actions, based on a wide range of recreation, objectives and outcomes of this Plan. leisure, entertainment, education and nature-based uses and opportunities Water Quality: Refers to the with associated facilities such as chemical, physical, biological and accommodation, exhibition spaces, radiological characteristics of water. conference centres and retail. It is a measure of the condition of water relative to the requirements Unstructured Recreation: of one or more biotic species and/or Informal sport and any human need or purpose. recreation activities. WSPT Business Hubs: Designated Unstructured Recreation Hubs: sites for business purposes under Designated unstructured recreation the ownership of the Trust. WSPT and entertainment uses with Business Hubs serve the primary significant picnic and playground purpose of generating revenue areas, event spaces and venues. to support the development Associated facilities such as parking, and operation of the Parklands cafes and function centres, education in accordance with the Plan of centres and connections to the Management. Parklands Track and other track networks are also identified for these areas.

Table 6 Acronym Table

ABS Australian Bureau FDP Future Directions LGA Local TTF Tourism and of Statistics Paper Government Area Transport Forum PLAN OF MANAGEMENT 2030 PLAN OF MANAGEMENT DPE Department of GPOP Greater OEH Office of Planning and Parramatta Environment WSPT Western Sydney Environment and Olympic and Heritage Parklands Trust 87 Peninsula

ENV Existing Native GSC Greater Sydney SEPP State Vegetation Commission Environmental Planning Policy ESD Ecologically ha Hectares Sustainable Development

The Western Sydney Parklands Plan of Management was adopted by the Minister for the Environment and Heritage on 17 December 2018. The adoption of the Western Sydney Parklands Plan of Management by the Minister for the Environment and Heritage under the Western Sydney Parklands Act 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. Prepared by: Western Sydney Parklands Trust Level 7, 10 Valentine Avenue Parramatta NSW 2150

Disclaimer While every reasonable effort has been made to ensure that this document is correct at the time of printing, Western Sydney Parkland 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.