our blacktown 2036our blacktown 2036 expresses our community’s vision and aspirations for the...

Our Blacktown

2036Our vision, our plan

Community Strategic PlanAdopted 28 June 2017

Translation informationIMPORTANT ENGLISH If you need help with reading and understanding this document, staff of Blacktown City Council will be happy to arrange interpreter services for you. To arrange an interpreter, please contact Council on 9839 6000 or come to Council's Administration Centre at 62 Flushcombe Road, Blacktown.

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IMPORTANTE ITALIANO Se avete bisogno di aiuto per leggere e comprendere questo documento, il personale del Consiglio comunale di Blacktown (Blacktown City Council) sara lieto di organizzare per voi un servizio di interpretariato. Per organizzare un interprete, contattate il Consiglio al numero 9839 6000 oppure recatevi presso il Council's Administration Centre in 62 Flushcombe Road, Blacktown.

MAHALAGA TAGALOG Kung kailangan mo ng tulong sa pagbabasa at pagkaunawa sa dokumentong ito, ang kawani ng Konseho ng Siyudad ng Blacktown ay galak na magsasa-ayos ng serbisyo ng tagainterprete para sa iyo. Para makapagsa-ayos ng taga-interprete, pakitawagan ang Konseho sa 9839 6000 o magtungo sa Sentrong Pang-administrasyon ng Konseho sa 62 Flushcombe Road, Blacktown

IMPORTANTE ESPANOL Si necesita ayuda para leer y entender este documento, el atento personal del Concejo Municipal de Blacktown contratara las servicios de un interprete. Para solicitar las servicios de un interprete, p6ngase en contacto con el Concejo, llamando al 9839 6000 o dirfjase al Centro Administrativo del Concejo (Council's Administration Centre), en 62 Flushcombe Road, Blacktown.

ONEMLi TURK<;E Eger bu belgeyi okumakta veya anlamakta yard1ma ihtiyac1mz vars a, Blacktown Belediyesi <;:ah�anlan size terciiman ayarlamaktan mutluluk duyacaktir. Terciiman istemek i<;:in liitfen 9839 6000 numarah telefondan Belediye'yi araym veya 62 Flushcombe Road, Blacktown adresinde bulunan Belediye Yonetim Merkezi'ne gelin.

VAZNO HRVATSKI Ako vam je potrebna pomoc kod citanja i razumijevanja ovog dokumenta, osoblje Vijeca opcine Blacktown rado ce vam organizirati usluge tumaca. Da bi vam se organizirao tumac, molimo vas nazovite Vijece na 9839 6000 ili dodite u Opcinski upravni centar (Administration Centre) na 62 Flushcombe Road, Blacktown.

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IMPORTANT! MALTI Jekk ghandek bzonn 1-ghajnuna biex taqra u tifhem dan iddokument, 1-istaff tal-Kunsill tal-Belt ta' Blacktown ser ikunu kuntenti jirrangaw ghas-servizzi ta' interpretu ghalik. Biex tara li jkun hemm interpretu, jekk joghgbok ikkuntattja lill-Kunsill fuq 9839 6000 jew zur ic-Centru tal-Amministrazzjoni f'62 Flushcombe Road, Blacktown.

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TAUA FAA-SAMOA Afai ete manaomia se fesoasoani i le faitauinai ma le fia malamalama i lenei pepa tusia, e fiafia lava tagata faigaluega a le Blacktown City Council e faatulaga se auaunaga o se faamatalaupu mo oe. Ina ia faatulaga la se faamatalaupu, faamolemole faafesootai le Council i le 9839 6000 poo lou sau i le ofisa o le Council Administration Centre i le 62 Flushcombe Road, Blacktown.

QUAN TRQNG TIENG VIET Neu quy vi can dU'Q'C giup de doc va hieu van ban nay, nhan vien cua Hc;>i Dong Thanh Pho Blacktown se vui long sap xep djch Vl,.I thong ngon cha quy vj. Muon sap xep mc;>t thong ngon vien, xin lien lc;tc v&i Hc;>i Dong qua so 9839 6000 ho�c ghe t&i Trung Tam Hanh Chanh cua Hc;>i Dong tc;ti 62 Flushcombe Road, Blacktown.

WAZNE POLSKI Jezeli potrzebujesz pomocy w przeczytaniu i zrozum1emu tego dokumentu, pracownicy Blacktown City Council ch�tnie zorganizujl! dla ciebie pomoc tlumacza. Aby zorganizowac tlumacza, prosimy skontaktowac si� z Radl! pod numerem 9839 6000 lub przyjsc do Administration Centre Rady pod adresem 62 Flushcombe Road, Blacktown.

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Lake Ironbark, The Ponds.

BLACKTOWN CITY COUNCIL | OUR BLACKTOWN 2036

Mayor’s message 02

Your Councillors 2016–2020 04

Defining the future of Blacktown City 06

Guiding principles 07

Blacktown City – yesterday, today and tomorrow 08

Blacktown in 2036 12

Planning for our future 13

Integrated planning and reporting 13

Delivering Our Blacktown 2036 14

Delivering the plan 14

Resourcing Our Blacktown 2036 14

The quadruple bottom line 14

Assessing and reporting on progress 16

Our place in greater Sydney 17

Getting our community involved 19

How to read this plan 21

Our community vision 23

A vibrant and inclusive community 24

Community outcome 24

Focus areas 24

Our indicators 25

A clean, sustainable and healthy environment 26


Focus areas 26

Our indicators 27

A smart and prosperous economy 28


Focus areas 28

Our indicators 29

A growing city supported by accessible infrastructure 30


Focus areas 30

Our indicators 31

A sporting and active city 32


Focus areas 32

Our indicators 33

A leading city 34


Focus areas 34

Our indicators 35

Transformational projects 36

Please help shape our future 40

Contents

01OUR BLACKTOWN 2036 | BLACKTOWN CITY COUNCIL

Mayor’s messageI am very proud to present Our Blacktown 2036.

This updated Community Strategic Plan outlines how Council will continue to work with residents, ratepayers and businesses to ensure we plan for our sustainability into the future. In developing the plan, we sought community opinion about the challenges and priorities identified by our previous Community Strategic Plan Blacktown City 2030. The updated plan re-affirms the established directions and focuses on emerging priorities within our community.

The release of Our Blacktown 2036 follows a program of extensive community engagement. This means it is not a “council plan”, rather it is your plan: shaped by the community and reflecting its opinions. It outlines how we will keep working to plan for our sustainability into the future.

The plan’s vision and strategies reflect the issues and needs our residents and ratepayers told us are important to them. We want to build strong partnerships and networks within our community that will allow us to continue to build on and work towards Our Blacktown 2036.

The Plan reflects our growing population and the changing needs of our community. It incorporates the principles of social justice, ecologically sustainable development and the quadruple bottom line. It is designed to ensure environmental, social, economic and civic leadership considerations are part of decision making processes.

Our Blacktown 2036 highlights the strong partnerships and networks within our community that will allow us to continue to build on, and work towards our future. There are some robust community measures which will allow Blacktown to benchmark its success yesterday, today and tomorrow.

Councillor Stephen Bali

Mayor of Blacktown City

We want to build strong partnerships and networks within our community that will allow us to continue to build on and work towards Our Blacktown 2036.

02 BLACKTOWN CITY COUNCIL | OUR BLACKTOWN 2036

Your Councillors 2016–2020

COUNCILLOR JESS DIAZ BA, LLB, MBA

PO Box 804 Blacktown 2148 M: 0428 280 931 E: [email protected]

WARD 1

WARD 2

WARD 3

COUNCILLOR CHRIS QUILKEY Dip Law


COUNCILLOR MONINDER SINGH JP, PhD


COUNCILLOR JULIE GRIFFITHS


COUNCILLOR JAYMES DIAZ


COUNCILLOR FREDERICK BRILLO ENGR


COUNCILLOR KATHIE COLLINS OAM, Bachelor Science Science Information Studies


COUNCILLOR SUSAI BENJAMIN BSc DipSSA (MA Social Work), BLaws

PO Box 33 Toongabbie 2146 M: 0427 677 001 E: [email protected]

COUNCILLOR KEVIN GILLIES



COUNCILLOR STEPHEN BALI CPA, F FIN, AMIIA MAYOR


WARD 4

WARD 5

COUNCILLOR CAROL ISRAEL


COUNCILLOR LINDA SANTOS

PO Box 63 Blacktown 2148 M: 0428 982 167 / 0402 027 013 E: [email protected]

COUNCILLOR TONY BLEASDALE OAM DEPUTY MAYOR


COUNCILLOR PETER CAMILLERI


COUNCILLOR BRAD BUNTING PhD



Our Blacktown 2036 expresses our community’s vision and aspirations for the future of our City. It is a plan that, in partnership with our community and stakeholders, will lead Blacktown City into the future.

Our Blacktown 2036 is your plan. It’s a roadmap of what’s important to the Blacktown City community.

In developing the plan, we found out what our residents, local community groups, stakeholders and businesses want. We got this information through:

• Community feedback and satisfaction surveys

• Talking to members of the community

• Social media and monthly community forums.

Council has collaborated closely with the community in developing this plan. The overall success of Our Blacktown 2036 relies on the participation and commitment of the community as a whole, including individuals, businesses, community groups and other levels of Government to work together to deliver on the aspirations and focus areas presented within this plan.

Council will measure progress across the 6 strategic directions through the indicators presented within each section of the plan.

Measuring our progress will provide an assessment of the quality of life of our residents and stakeholders, and we will continually update information about current projects, and report our progress and achievements to the community at regular intervals through our progress reporting.

Defining the future of Blacktown City

Blacktown International Sportspark Sydney hosted the 2016 World Baseball Classic Qualifier in February 2016. Teams from Australia, New Zealand, the Phillipines and South Africa participated.


Our Blacktown 2036 contains 6 strategic directions which Council will use to make sure we are meeting the long term aspirations of our community.

Vision Our vision for the City of Blacktown is ‘City of Excellence – diverse, dynamic, progressive’.

MissionTo provide our community with the best living and working environment through commitment to service.

Values and leadershipBlacktown City Council is committed to ensuring our operations, service delivery and strategic planning show integrity and are at all times equitable, transparent and accountable. Blacktown City Council is a committed advocate for the city’s interests and will provide opportunities to involve and empower the community in creating a dynamic city. Council’s organisation is committed to the values of teamwork, customer focus, innovation and safety.

The Blacktown City community has a great deal of pride in, and respect for, their city. Blacktown City Council is committed to supporting our community’s diversity and relationships with tolerance, fairness and respect.

Our guiding principlesOur Blacktown 2036 contains 6 strategic directions which council will use to make sure we are doing what we set out to do. We will also keep you informed all along the way.

Each strategic direction contains strategies that identify how Council, along with its partners and stakeholders, will work towards achieving these aspirations.

The development of Our Blacktown 2036 has been guided by and is based on the following principles:

SustainabilityWe will embrace and champion environmental, economic, social and civic leadership outcomes and work to ensure the wellbeing of present and future generations is considered in all the decisions we make.

Leadership We will be proactive and lead with integrity and honesty. We will take the initiative and set the direction for Blacktown City and Western Sydney, embracing challenges and capitalising on opportunities.

InnovationWe will constantly seek new processes and technologies to improve Council services.

EquityWe will treat everyone fairly and support opportunities for all members of our community to be involved in decisions which affect them and participate in community life.

PartnershipWe will work in partnership with our community, government, private entities, community groups, stakeholders and non-government organisations.

ExcellenceWe will strive to champion change; challenge ourselves and continuously seek opportunities to improve our work, processes and the quality of life of our community.

Our guiding principles


Our long and rich history Blacktown City acknowledges the Darug as the first people of the Blacktown region. The Darug people have lived in this region for thousands of years. This was a living country intertwined and connected with the many clan groups of the Darug. The traditional name for the place is Boongarrunbee or Bungarribee.

Europeans came to Blacktown in 1791 and settled in Prospect Hill. After the Second World War, the City’s population of 18,000 began to grow. Housing was developed in Blacktown and along the railway line. In the 1960s and 1970s there was large-scale housing development in the suburb of Blacktown and the north of Mount Druitt.

Our growing cityBlacktown is the second largest local government area in NSW with an estimated 350,000 residents and a projected population of 522,000 by 2036. Current growth is expected to continue, especially in the North West Growth Centre.

Blacktown City extends approximately 247 square kilometres and includes 48 suburbs:

Acacia Gardens, Arndell Park, Bidwill, Blackett, Blacktown, Bungarribee, Colebee, Dean Park, Dharruk, Doonside, Eastern Creek, Emerton, Glendenning, Glenwood, Hassall Grove, Hebersham, Huntingwood, Kellyville Ridge, Kings Langley, Kings Park, Lalor Park, Lethbridge Park, Marayong, Marsden Park, Minchinbury, Mount Druitt, Oakhurst, Parklea, Plumpton, Prospect, Quakers Hill, Riverstone, Rooty Hill, Ropes Crossing, Rouse Hill (part), Schofields, Seven Hills, Shalvey, Shanes Park, St Marys (part), Stanhope Gardens, The Ponds, Toongabbie (part), Tregear, Vineyard, Whalan, Willmot and Woodcroft.

New suburbs are continuing to be developed in the North West.

Our diverse cityWe have the largest urban Aboriginal and Torres Strait Islander population in NSW with 8,195 people making up 2.7% of our population (compared to 1.2% for Greater Sydney and 2.5% for NSW). Our diversity has continued to grow with people born in other countries and people who speak a language other than English.

Blacktown City caters for a big demand for affordable housing. We welcome people of all background into our vibrant and diverse neighbourhoods.

Economy, employment and infrastructureOur local economy sustains some 116,000 jobs of which 44% are occupied by local residents. Our city is home to around 18,000 businesses, 91% of these are small businesses. Blacktown City is larger in economic output than 60 nations in the world. Our local economy produces upwards of $14.2 billion a year in gross regional product.

In the last 5 years, our economic output has grown on average by 3% a year. This exceeds the growth of the economies of all other Western Sydney councils. Our export trade is estimated at $8.5 billion and has grown by some $757 million over the last 5 years. Blacktown City plays a vital role in our business community by offering incentives and education to attract potential investors and tourism to the area to create jobs and increase the prosperity of our city.

Our leisure cityBlacktown is the sporting capital of Western Sydney, with a range of elite and high quality community facilities. Our major and open space attractions include Western Sydney Parklands, Blacktown Showground, Nurragingy Reserve, Prospect Reservoir, Blacktown International Sportspark, Sydney Motorsport Park, Eastern Creek International Karting Raceway, Sydney Dragway, Blacktown Leisure Centre, Stanhope and Featherdale Wildlife Park.

Our environmentBlacktown City is committed to the conservation, restoration and enhancement of our environment. In keeping with ecologically sustainable development principles, we work to balance social, economic and environmental values and imperatives. Blacktown City actively works with the local community to address key environmental challenges including climate change, waste education and protecting our natural bushland areas, local biodiversity and the health of our waterways.

Planning for future growthThe Greater Sydney Commission was established in January 2016 to prepare district plans. We are working with the Commission, through the district planning process. The district plans will connect local planning with longer-term regional planning for Greater Sydney.

Blacktown City caters for a big demand for affordable housing. We welcome people of all backgrounds into our vibrant and diverse neighbourhoods.

Blacktown City – yesterday, today and tomorrow


Blacktown City is a major centre of metropolitan Sydney and contains most of the new suburbs of the North West Growth Centre.

The Greater Sydney Commission has proposed a future Sydney made up of ‘3 Cities’ – Eastern, Central and Western.


1 Data sourced from http://profile.id.com.au/blacktown/highlights and ABS data released June 2017

350,000Estimated population

culturally and linguistically diverse (CALD)32%

33average

age55%

couples with children

44% live and work in Blacktown

City

BLACKTOWN TODAY1

$1,711average household

income


6.35%unemployment rate (March 2017)

32% households

renting

speak a language other than English46%

households with a mortgage42%

17%

hold a vocational

qualification

44% aged

less than 30 years

17% hold a bachelor degree or

higher


Blacktown in 20361

1 http://www.planning.nsw.gov.au/Research-and-Demography/Demography/Population-projections

Total population 521,450

+49%349,050 in 2016

Households 178,650+54%115,850 in 2016

Under 25

+44%127,800 in 2016183,550

25 – 39

+30%81,850 in 2016106,200

65+

+176%28,000 in 201677,250

40 – 64

+50%102,700 in 2016154,400

Number of dwellings

+54%121,100 in 2016186,800

Family households

+50%97,350 in 2016145,700

Lone person

+83%16,400 in 201630,000


Planning for our future

Communityengagement

Communitystrategic plan

10+ years

Deliveryprogram4 years

Resourcingstrategy

Asset managementplanning

Workforcemanagement

planning

Long termfinancial planning

Operationalplan

1 year

Annualreport

Perpetualmonitoringand review

Integrated planning and reporting framework

Integrated planning and reportingIntegrated Planning and Reporting (IP&R) is a strategic planning framework mandated by the NSW State government. The aim is to improve long-term financial sustainability, asset management, community consultation and business planning in local government.

IP&R recognises local government’s unique position as the only agency with an interest in all aspects of a local area. It formalises the role of the council as the key advocate for the community for all issues.

The framework requires councils to take a comprehensive and rigorous approach to strategic organisational planning, resourcing, reporting and community engagement.

Councils are required to prepare a set of planning documents:

• Community strategic plan (covering a minimum of 10 years)

• Community engagement strategy

• Resourcing strategy made up of:

– Long-term financial plan (minimum of 10 years)

– Asset management strategy (minimum of 10 years)

– Workforce management plan (minimum of 4 years)

• A 4-year delivery program for each elected council term

• Detailed operational plan that includes a statement of revenue policy and annual budget.


Quadruple bottom line

Environment

Economy Society

Civic Leadership

Delivering Our Blacktown 2036Delivering the planOur 2017–2021 Delivery Program, identifies the goals Council has committed to delivering to the community over the next 4 years. It sets out specific priorities and activities to achieve these goals. It also establishes Council’s services, budget forecasts, capital works program and revenue policies.

Resourcing Our Blacktown 2036The Resourcing Strategy identifies the money, assets and people required by Blacktown City Council to deliver on our commitments over the next 10 years as outlined in Our Blacktown 2036.

We review the Resourcing Strategy annually to ensure it aligns with the diverse range of services identified our current Delivery Program and Operational Plan.

The Resourcing Strategy consists of 3 key components:

• Long Term Financial Plan

• Asset Management Strategy

• Workforce Management Plan.

The Long Term Financial Plan covers a 10-year period and outlines the financial implications of delivering on Council’s responsibilities contained in Our Blacktown

2036. The purpose of the plan is to ensure that Council is a financially viable, adequately funded and sustainable organisation which can meet community expectations.

The Asset Management Strategy covers a 10-year period. It includes what Council needs to do to improve asset management and project resources. The strategy identifies the critical assets under Council’s responsibility and outlines risk management strategies for these assets. It also contains long-term projections of asset maintenance, renewal and replacement costs.

The Workforce Management Plan covers a 4-year period. It helps make sure there is the right staffing to handle the changes and challenges Council will face to meet the current and future service and operational needs of Blacktown City Council.

The quadruple bottom lineA key component of the IPR framework is the requirement of the community strategic plan to address 4 distinct elements: social, environmental, economic and civic leadership. These are generally referred to as the quadruple bottom line, or QBL. Quadruple bottom line ensures that the plan is balanced and takes a holistic view without focusing on one particular aspect of sustainability.


w

Control: Strategy areas that are in direct control of local government.

Influence: Issues that local government does not control but can influence.

Concern: Areas that local government neither controls nor is likely to influence, but are of concern to the community and affect its wellbeing.

Control

Influence

Concern

Control

Influence

Concern

Control

Influence

Concern

Blacktown City would typically use concern and influence indicators to lobby the NSW or Commonwealth governments or their agencies to address the issues affecting the community.

Quadruple bottom line shapes our future by providing the overall framework for Blacktown City’s planning and decision-making. We are confident this approach will lead us into a sustainable future.

We want to strengthen our ability to achieve long-term sustainability. We will monitor and report on the wellbeing of the community. To help us plan and make the best decisions, we have developed a set of indicators which we will use in future reporting and data analysis.

Blacktown City are using a model of ‘Control – Influence – Concern’ to identify and ensure an appropriate balance between ‘Corporate’ and ‘Community’ indicators. This is a well-established and widely used model that reflects the diversity of local government’s role and contribution to its community. It consists of:


Woodcroft Lake.

Assessing and reporting on progress Councils are required to report regularly to the community on all levels of their integrated plans. These reports include:

• Progress reports at least every 6 months on the principal activities in the Delivery Program

• An annual report which includes the achievement of Council in implementing the Delivery Program

• An end-of-term report detailing Council’s progress in implementing the Community Strategic Plan during the 4-year term

Blacktown City’s reporting on the progress of this Community Strategic Plan will be based on the indicators which are detailed in pages 24–35 of this document.


Blacktown’s metropolitan futureOur City is a major centre of metropolitan Sydney and a critical part of our future success is to seize the opportunities which arise from Sydney’s growth and development.

This section provides key background information on the NSW Government’s planning for Sydney and our place in those plans. Blacktown City is an active and vigorous participant in regional planning and will continue to pursue the best outcomes for our community at every stage of the process.

A Plan for Growing Sydney A Plan for Growing Sydney (published in 2014) is the NSW Government’s current plan for the Sydney Metropolitan Area over the next 20 years. The Plan provides key directions and actions to guide Sydney’s productivity, environmental management, and liveability, including the delivery of housing, employment, infrastructure and open space.

The Government’s vision for Sydney is: a strong global city, a great place to live. To achieve this vision, the Government has set down goals that Sydney will be:

• a competitive economy with world-class services and transport

• a city of housing choice with homes that meet our needs and lifestyles

• a great place to live with communities that are strong, healthy and well connected

• a sustainable and resilient city that protects the natural environment and has a balanced approach to the use of land and resources.

Towards our Greater Sydney 2056The Greater Sydney Commission is an independent body established by the NSW Government in 2016 to manage the metropolitan planning process.

Towards our Greater Sydney 2056 (published in 2016) is a draft plan by the Greater Sydney Commission’s which will, when finalised, replace A Plan for Growing Sydney. It introduces a longer-term focus on the patterns of development needed for Greater Sydney to be a more productive, liveable and sustainable global city.

This is based around a 40 year vision for Greater Sydney as a metropolis of 3 cities:

• The established Eastern City focused on Sydney City

• The developing Central City focused on Greater Parramatta

• The emerging Western City focused around the Western Sydney Airport.

This is outlined in the map on page 9 of this document.

Draft West Central District PlanIn the Greater Sydney Commission’s plans, Blacktown forms part of the West Central District of Sydney, together with Cumberland, Parramatta and The Hills councils. The Draft West Central District Plan is one of 6 draft District Plans developed by the Greater Sydney Commission in 2016 for each of Sydney’s districts. It maps a 20 year vision for the West Central District of Greater Sydney.

The role of the draft District Plan is to:

• inform the preparation of local environmental plans

• inform assessment of planning proposals

• guide strategic land use, transport and infrastructure planning across local government areas

• inform infrastructure planning.

The draft District Plan identifies priorities and actions to realise the vision for the West Central District. There is a list of overarching priorities based on Greater Sydney being more productive, liveable and sustainable.

West Central productivityThe overarching priorities are:

• Driving growth of the Central City

• Planning for job target ranges for strategic and district centres

• Growing West Central District with a smart jobs economy

• Improving access to a greater number of jobs and centres within 30 minutes

• Coordinating freight activities with land use planning

• Attracting employment and urban services activity.

Our place in greater Sydney


West Central liveabilityThe overarching priorities are:

• Improving housing choice

• Improving housing affordability

• Coordination and monitoring housing outcomes and demographic trends

• Creating great places

• Fostering cohesive communities

• Responding to people’s need for services.

West Central sustainabilityThe overarching priorities are:

• Enhancing the West Central District in its landscape

• Protecting the district’s waterways

• Protecting and enhancing biodiversity

• Delivering Sydney’s Green Grid

• Managing the metropolitan rural areas

• Creating an efficient West Central District

• Planning for a resilient West Central District

• Managing flood hazards in the Hawkesbury-Nepean Valley.

It is important to note that the District Plans for Sydney are presently in a consultation phase and are expected to be finalised later in 2017.

Blacktown City has made a comprehensive submission on the draft West Central District Plan, which seeks to strengthen the positive outcomes for the Blacktown community.


Council must involve the community when reviewing and developing the Community Strategic Plan. This plan has been developed on the foundation of the social justice principles of equity, equal rights, access and participation.

Blacktown City’s Community Engagement Strategy has been in place since 2010. We have also adopted a community engagement plan that enabled us to actively engage with our community on the future of Blacktown City.

Over the past 2 years, we have held activities and invited the community to participate and give feedback on local priorities. This process has included:

• Blacktown CBD Research 2014

• Community Satisfaction Survey 2015

• Blacktown City Social Profile 2016

• Blacktown Environmental Survey 2016.

We also invited community members of all ages and backgrounds, including cultural groups, to take part in:

• An online survey

• Residents focus groups led by an independent facilitator

• Our Blacktown 2036 displays and information kiosks

• Face-to-face conversations at our libraries, local shopping centres and community hubs.

In 2 years of consultations we have engaged with over 5,000 community members which has assisted in the review of our IP&R Framework and development of Our Blacktown 2036.

Getting our community involved

Blacktown Night Markets take over the Blacktown CBD each Friday night in summer 2016/17.


The purpose of the Community Strategic Plan is to identify the community’s main priorities and aspirations for the future and methods for tracking progress in delivering these priorities.

Guiding the overall plan is the community vision. Emerging from community engagement, this vision describes the kind of city the community wishes Blacktown to be in 2036.

Our Blacktown 2036 is structured around six Strategic Directions. These are:

• A vibrant and inclusive city

• A clean, sustainable and healthy environment

• A smart and prosperous economy

• A growing city supported by accessible infrastructure

• A sporting and active city

• A leading city.

Each strategic direction is made up of a:

• Community outcome – a statement describing the kind of place the community would like Blacktown City to be

• Focus areas – a series of strategies that outline the “game plan” for achieving the community outcomes

• Our indicators – a series of community indicators, that will be tracked to measure progress towards achieving the long term community outcomes.

How to read this plan

Blacktown Aquatic Centre.


Blacktown Showground.


Our community

vision

IN THIS SECTION:A vibrant and inclusive community

A clean, sustainable and healthy environment

A smart and prosperous economy

A growing city supported by accessible infrastructure

A sporting and active city

A leading city


Community outcome Our local communities are welcoming, vibrant and inclusive, enabling individuals and groups to achieve their potential and the City to prosper as a centre of culture, creativity and learning.

Focus areas• Support a whole-of-government approach on key

social issues and needs in the City

• Provide a safe community

• Provide vibrant cultural opportunities and community activities

• Encourage life-long learning

• Facilitate the delivery of early learning opportunities

• Provide a range of community spaces.

Our partners• Commonwealth Department of Aboriginal Affairs

• Housing NSW

• Local community groups and service providers

• NSW Department of Education

• NSW Department of Family and Community Services

• NSW Department of Justice

• NSW Ministry of Health.

Strategic Direction 1:

A vibrant and inclusive community

Council hosts a number of events every year that bring the community together to celebrate important festivals, commemorate significant events or simply to relax and have fun.


Our indicators

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Concern

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Concern

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Influence

ConcernScope

Family and domestic violenceMeasure: Number of AVOs Scope: Concern

Target/trend: Decreasing

Access to servicesMeasure: Percentage of residents within 400m of town centres Scope: Influence

Target/trend: Maintain/increasing

organ transplant donorsMeasure: Proportion of population Scope: Influence

Target/trend: Increasing

Life expectancyMeasure: Number Scope: Concern


Housing stressMeasure: Community survey Scope: Concern


PovertyMeasure: Percentage Scope: Concern


How safe do people feelMeasure: Percentage Scope: Influence


Home internet accessMeasure: Percentage Scope: Concern


Fruit and vegetable consumptionMeasure: Percentage Scope: Influence


Index of relative socioeconomic disadvantageMeasure: Score Scope: Concern



Community outcome Our local places and spaces are clean and healthy, turning sustainability awareness into action to halt or reverse negative impacts on our built and natural environment.

Focus areas• Encourage healthy and sustainable living opportunities

• Enhance community wellbeing and neighbourhood amenity

• Protect and improve our water quality

• Conserve, restore and enhance the City’s biological diversity and ecosystem health

• Lead by example with innovative strategies to reduce Council’s ecological footprint

• Respond to the impacts of climate change.

Our partners• Electricity providers

• Local community groups

• NSW Department of Planning and Environment

• NSW Fire and Rescue

• NSW Food Authority

• NSW Office of Environment and Heritage

• NSW Police Force

• Sydney Water Corporation.


A Clean, Sustainable and Healthy Environment

More than 1,650 people attended our Sustainable September Eco Festival in 2016 featuring over 40 events.


Threatened species and populationMeasure: Number of Scope: Influence


Waterway healthMeasure: Score Scope: Influence


Household waste diversion from landfillMeasure: Percentage Scope: Influence

Target/trend: 70% diversion

Riparian healthMeasure: Score Scope: Influence


Our indicators

Control

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Concern

Control

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Concern

Control

Influence

ConcernScope

Community views on environmental protection as an important issueMeasure: Percentage Scope: Influence


Household potable water consumptionMeasure: ML Scope: Influence



Community outcome Strategic economic opportunities and partnerships facilitate sustainable growth of our local and regional economy, attract investment to our City and foster local business and employment.

Focus areas• Implement strategies that assist in creating local jobs

• Attract major government and private investment to the City

• Develop and promote our city centres

• Facilitate the growth and prosperity of local business

• Facilitate the development of targeted business sectors and growth industries.

Our partners• Destination NSW

• Greater Sydney Commission

• Local businesses

• NSW Department of Industry, Skills and Regional Development


• Urban Growth Development Corporation

• Urban Growth NSW.


A smart and prosperous economy

Our city is home to around 18,000 businesses, 91% of these are small businesses.


Proportion of residents with below year 11 schoolingMeasure: Number Scope: Concern

Target/trend: Percentage decrease

Residents who hold a university degreeMeasure: Percentage of population Scope: Concern

Target/trend: Percentage increase

Youth unemployment rateMeasure: Number Scope: Concern


Proportion of our workforce working in a high skilled occupationMeasure: Number Scope: Concern

Target/trend: Percentage increase

Number of low skilled local jobs availableMeasure: Number Scope: Influence


Value add Gross regional product by industryMeasure: Value Scope: Concern


Value of non residential building approvalsMeasure: Value Scope: Influence


Proportion of residents who work in Blacktown City Measure: Percentage Scope: Concern


Number of businesses, including home businessesMeasure: Number Scope: Concern


Our indicators

Control

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Concern

Control

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Concern

Control

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Employment lands vacancy rateMeasure: Percentage vacant Scope: Concern


Unemployment rateMeasure: Percentage Scope: Concern



Community outcome Our neighbourhoods are well planned and liveable with housing, transport and infrastructure that meet the diverse needs of our growing community.

Focus areas• Deliver a strategic urban planning framework which

encourages sustainable growth

• Secure commitment from Government to deliver the accessible infrastructure required to meet the needs of the community and the North West Growth Centre

• Preserve and maintain our built heritage

• Pursue the provision of more affordable housing for the City

• Provide transport networks that connect the City for vehicle and non-vehicle users

• Improve road safety.

Our partners• Developers



• NSW Department of Transport

• NSW Public Works

• Roads and Maritime Services

• Urban Growth Development Corporation

• Urban Growth NSW.


A Growing City Supported by Accessible Infrastructure

The Lake Neighbourhood Centre, The Ponds.


Number of pedestrian casualties on our roadsMeasure: Number Scope: Influence


Travel time – journey to workMeasure: Time Scope: Concern

Target/trend: Maintain/decreasing

Number of new houses and new other residential building approvalsMeasure: Number Scope: Influence


Number of road fatalities and injuries on our roadsMeasure: Number Scope: Influence


Use of public transport Measure: Percentage Scope: Influence


Our indicators

Control

Influence

Concern

Control

Influence

Concern

Control

Influence

ConcernScope

Value of new houses and new other residential building approvalsMeasure: Value Scope: Influence



Community outcome Blacktown City is the recognised sporting capital of Western Sydney with world standard sporting venues and events and community participation in local sports supporting an active and healthy lifestyle.

Focus areas• Provide elite sporting facilities and strong relationships

to build on our culture of sporting excellence

• Implement a balanced framework for future planning of open space and recreational facilities

• Increase community participation in sporting and recreational activities.

Our partners• AFL NSW/ACT and Greater Western Sydney Giants

• Baseball NSW and Sydney Blue Sox

• Cricket NSW


• Local sporting groups and associations

• NSW Institute of Sport

• NSW Office of Sport

• Sport and Recreation

• Western Sydney Wanderers

• Western Sydney Academy of Sport.


A sporting and active city

Local residents value the wide range of recreational and sporting activities in our City.


ObesityMeasure: Number Scope: Influence


Number of people participating in regular physical activityMeasure: Number Scope: Influence


Our indicators

Control

Influence

Concern

Control

Influence

Concern

Control

Influence

ConcernScope

Access to open spaceMeasure: Percentage of residents within 800m Scope: Concern



Community outcomeBlacktown City leads through a shared vision, engaged civic governance and excellent services and systems.

Focus areas• Encourage community involvement in planning

and decision making

• Promote Blacktown City as a city of excellence and seek to secure our future opportunities

• Promote an organisational culture of safety, best practice and continuous improvement

• Manage our financial resources for long term sustainability

• Manage our infrastructure and assets for long term sustainability

• Support the needs of the community through a skilled, motivated and productive Council workforce

• Integrate quadruple bottom line sustainability into our core business and decision making.

Our partners• Independent Pricing and Regulatory Commission

• Local Government NSW

• NSW Department of Premier and Cabinet

• NSW Electoral Commission

• NSW Information and Privacy Commission

• NSW Ombudsman

• Other councils

• Office of Local Government

• Western Sydney Regional Organisation of Councils.


A leading city

At Council we engage with our community in many ways and ensure our processes are transparent and accountable.


Residents opportunity to have a say on important issuesMeasure: Percentage Scope: Influence


Our indicators

Control

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Concern

Control

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Concern

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Community satisfaction with participation in decision makingMeasure: Percentage Scope: Influence


Overall satisfaction with Councils performanceMeasure: Percentage Scope: Influence



Aerial photo of Blacktown International Sportspark.


IN THIS SECTION:Blacktown International

Sportspark (BISP)

Blacktown City Centre

Riverstone Town Centre Master Plan

Animal Rehoming Centre

Transformational projects


Transformational projectsOur Blacktown 2036 outlines Council’s practical approach to achieving the community’s aspirations for the City. Alongside the 6 strategic directions is a set of transformational projects that completes the vision for the City.

The transformational projects identify key priorities for our community, including “breakthrough” areas to advance the long term strategy. Council, along with the other relevant stakeholders, will work towards delivering these projects, ensuring the vision is achieved. The transformational projects support delivery of the strategic directions. As strategies are confirmed, they will also become key actions in the Delivery Program and Operational Plan.

The projects identified that will help transform Blacktown City include:

• Blacktown International Sportspark (BISP)

– BISP Master Plan

– International Centre of Training Excellence

• Blacktown City Centre

– Warrick Lane development

– University campus

– Health precinct

– Council offices

• Riverstone Town Centre master plan

• Animal Rehoming Centre

At the time of adoption of this Community Strategic Plan, the transformational projects are at different stages of development. In most cases a detailed business case and funding strategy is still to be considered by Council.

The projects vary in nature and may include work in the following areas:

• Construction and capital expenditure

• Planning and design

• Facilitation, including the negotiation of agreements between Blacktown City and external parties for a future project

• Advocacy and issues management.

In each case, we will seek to secure co-contributions from the NSW Government to the project to leverage and augment the benefits to the community.


Blacktown International Sportspark (BISP)BISP Master Plan A visionary new master plan for the Blacktown International Sportspark Including a public square, hotel, athlete hostel, food and beverage facilities, transport, and traffic connections.

International Centre of Training Excellence A technologically advanced facility for sports science and training which will form the centrepiece of the new Blacktown International Sportspark.

Blacktown City CentreWarrick Lane developmentThis key location to be developed as a new landmark commercial and residential hub in the Blacktown city centre.

University campus Secure a major university campus of at least 2 faculties located in the city centre of Blacktown.

Health precinct We will work with the NSW Government and private health sector to facilitate the collocation of a private hospital facility or allied medical services.

Council offices The Council organisation, based in Flushcombe Road, Blacktown has outgrown its current premises. We have developed a future organisation and service strategy which includes confirming refurbished office accommodation in Blacktown city centre.

Riverstone Town Centre Master PlanA vibrant and sustainable town centre for Riverstone will move forward under a city centre master plan, building a vibrant and sustainable future for this heritage town.

Animal Rehoming CentreA new state-of-the-art animal rehoming centre. Work will soon start on the first custom-built animal rehoming centre of its kind in Australia.

Aerial image of Blacktown International Sportspark and surrounds.


Nurragingy Reserve, Doonside.

Become part of Our Blacktown 2036Your Council is creating the kind of city you want to live and work in.

You can help us do this by:

1. Providing feedback to Council in writing to: 62 Flushcombe Road, Blacktown NSW 2148 or by email to: [email protected]

2. Talking to our staff at Council events and other places around your suburb

3. Looking at our plans online and telling us what you think

Your ideas and feedback are important to us!For more information on how you can be involved, please contact Council’s Corporate Planning team on 9839 6000.

PLEASE HELP SHAPE OUR FUTURE


BLACKTOWN CITY COUNCIL62 Flushcombe Road, Blacktown NSW 2148

PO Box 63, Blacktown NSW 2148

Ph: 02 9839 6000 Fax: 02 9831 1961

Email: [email protected] Website: www.blacktown.nsw.gov.au

Facebook: Blacktown City Council Twitter: @blacktowncc Flickr: Blacktown City Council YouTube: Blacktown City Council Instagram: Blacktown City Council

our blacktown 2036our blacktown 2036 expresses our community’s vision and aspirations for the...

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