2030 Vision Snapshot

8/3/2019 2030 Vision Snapshot

http://slidepdf.com/reader/full/2030-vision-snapshot 1/18



SUSTAINABLE SYDNEY 2030 : THE VISION 3SUSTAINABLE SYDNEY 2030 : THE VISION

“ with self containedcommunities”

“ with vibrantculture andentertainment”

“ which is a placefor people fromall walks of life”

“ that provides publicaccess to theharbour’s edge”

“ with well planned publictransport ”

“where people walk”

“ that tellsits history”

“ with well planned public transport”

“ where public spacesinvite people to pauseand contemplate–where public spaceinvites humanity”

“ which liftsthe spirits”

“ with walkablestreets”

“ which celebratesoutdoor life”

“ which is notclogged by cars”

SYDNEY PEOPLE WANT A CITY...

“ that offersaffordability and socialdiversity”

“ that is respectfulof diversity—cultural, religious,age, gender,sexuality andfamily structure”



I M A G E : M U R A L

A T R E D F E R N

C O M M U N I T Y C E N T R E , A R T I S T A D A M H

I L L

SUSTAINABLE SYDNEY 2030 : THE VISION 54 SUSTAINABLE SYDNEY 2030 : THE VISION

The City o SydneyacknowledgesAboriginal peopleas the frst peopleo Australia.

INDIGENOUS STATEMENT

The City o Sydney acknowledges Aboriginal people as the rst peopleo Australia. The Sustainable Sydney 2030 Vision recognises Sydney’sIndigenous heritage and contemporary culture. The City o Sydneyis deeply committed to establishing a process o reconciliation inpartnership with its Aboriginal and Torres Strait Islander residents.

Aboriginal people have lived in the area and around Sydney Harbour ormany thousands o years, living near resh ood and clean water. Campsiteswere usually located close to the shore, especially during summer whensh and shellsh were the main oods. Many o the City’s main roads,such as George Street, Oxord Street and King Street, Newtown areconstructed on what were probably Aboriginal walking tracks, which servedas trading routes between armed grasslands or bountiul shing areas.

The Aboriginal and Torres Strait Islander communities in the City were

extensively consulted or Sustainable Sydney 2030. Many issues and ideasraised were consistent with those in the broader community such as improvedtransport, greater saety, more aordable housing and limiting cars in the CityCentre. Ideas raised included supporting Aboriginal and Torres Strait Islanderculture and practice and providing economic development, employment andsocial opportunities or the Aboriginal and Torres Strait Islander community.

The City o Sydney will involve the Aboriginal and Torres Strait Islandercommunities during the implementation o Sustainable Sydney 2030, consistentwith the Principles o Cooperation signed between the City o Sydney and theMetropolitan Local Aboriginal Land Council in 2006. The City o Sydney willensure ideas generated during the consultation process are attributed and willwork cooperatively with the community during implementation. This processwill be based on respect, trust and a spirit o openness and partnership.




The Visionor Sydney isa Green, Global,Connected City

GREEN

Sydney will be internationally recognised asan environmental leader with outstandingenvironmental perormance and new ‘green’industries driving economic growth.

The City will reduce its greenhousegas emissions, with a network o greeninrastructure to reduce energy, water andwaste demands, led by major renewal sites.

The City will help contain the Sydney Region’surban ootprint by planning or new housingopportunities integrated with vital transport,

acilities, inrastructure and open space.The City will protect native fora,auna and ecologies.

GLOBAL

Sydney will remain Australia’s most signicantGlobal City and international gateway with world-class tourism attractions and sustained investmentin cultural inrastructure, icons and amenities.

The City will contain premium spaces or businessactivities and high quality jobs in the City Centre,and support social, cultural and recreationalacilities to nurture, attract and retain global talent.

The City will embrace innovation, andnew generation technologies to connectit through new media and the web,

stimulating creativity and collaboration.The City will be a part o global culturalnetworks and an active participant inglobal knowledge exchange.

CONNECTED

Sydney will be easy to get around with a localnetwork or walking and cycling, and transit routesconnecting the City’s Villages, City Centre andthe rest o Inner Sydney. The City will be easy toget to with an upgraded regional transit networkthat builds on the existing network, enhancingaccess to Sydney’s centre rom across the region.

The City’s distinctive Villages will continueto be strong ocal points or community lieand will encourage a sense o belonging. TheVillages will be served by Activity Hubs whereservices are concentrated, interconnected

and make a signicant contribution to theCity’s liveability, which will increasinglyunderpin its global competitiveness.

The City will be diverse and inclusive. Relativeequality will be improved by an increased shareo aordable housing and better access tocommunity acilities, programs and servicesacross the City, with a resultant improvement insocial equity and wellbeing. Cultural vitality willfow rom high rates o participation in artisticexpression, perormance, events and estivals.

The City will celebrate and support itsIndigenous people and their living culture.

The City will commit to partnerships andcooperation between governments, the privatesector and the community to lead change.The City is part o a wider national and globalcommunity and will pursue relationships withother Australian and international cities or cultural,trade and mutually benecial exchanges.



SUSTAINABLE SYDNEY 2030 : THE VISION SUSTAINABLE SYDNEY 2030 : THE VISION 9

MESSAGE FROMTHE LORD MAYOR

ter more than a year discussing and listening to our diverse community,onsensus on the way orward or making Sydney a greener, more globalnd connected City has emerged.

dopting an exciting new Vision or Sydney’s City Centre and its Villages or theext 20 years has involved the most comprehensive consultation ever undertakenthe City, with thousands o residents, business people, those involved in the

rts, cultural and educational institutions and many community organisations.

verwhelmingly, people told us they want a City that by 2030 is smarter,more open, more hospitable, more inclusive; cleverer in the ways it does

usiness locally and internationally, and less congested.

inety-seven per cent said they wanted us to address global warming.o we’ve made sustainability the overarching theme. Indeed, one o the

major objectives o the Vision is to help position Sydney as one o the

orld’s leading green cities in the race to address climate change.his presents substantial challenges, but equally, exciting opportunities toethink the way we live and work as the green revolution takes place overhe next ew years and decades.

we don’t actively pursue this goal, we are going to be let behind—the realityas stark as that. Just as the industrial revolution transormed the world in the

9th century, a new green revolution is set to transorm the 21st century.s a progressive and orward-looking City, we need to be ready or theansition to a new green economy with new values and priorities.

With sustainability as a central ocus, the 2030 Vision addresses global warmingrough the three big levers o building emissions, transport and energy (generation).

s the biggest emitters o greenhouse gases, cities are also the source o theggest savings and the key to achieving post-Kyoto emission reduction targets.

ut the Vision also embraces social and cultural sustainability, and seeks toromote a vibrant, creative and diverse community.

ities are much more than a collection o buildings and an economy.he most successul cities are those which value their culture, their historynd their people. These positive sentiments and belies shone throughthe public response and the submissions received.

With the Vision established, the task now is to engage all the major stakeholdersits implementation—its success will depend on eective partnerships, withl tiers o government, with the private sector and with the community.

mportantly, while Sustainable Sydney 2030 reects the strategic thinking the current City o Sydney Council, it is vital that the Vision endureshrough uture administrations regardless o who is in power at theity, State and Federal level.

o secure Sydney’s uture, its prosperity and liveability, we soughtnd have achieved a broad alliance o support—now we need toeep moving and undertake practical implementation.

LOVER MOORE MPORD MAYOR

Sustainable Sydney 2030 is the City o Sydney’s Vision or makingthis City, among other things, more economically sound, more liveable,more accessible, more inclusive—a more vibrant and captivating placeto live and work.

It is a necessary scoping or how the City Centre and its surrounding Villages can enhance and reinorce Sydney’s Global City status bytaking on bold initiatives to improve and sustain its natural assetsand wellbeing—and build across-the-board prosperity.

Its timing is compelling. Sydney, its people and businesses, as withother major capitals around the world, are acing a host o challengesgenerated by external orces—rom economic globalisation to climatechange, rom petrol price uctuations to competition or enterprisesand creative talent.

This Vision provides “step change” progressions toward a moresustainable uture, while protecting and preserving those aspects othe City that are much loved and which underpin its medium to long-term potential.

The Vision—based on a strong oundation o consultation, researchand analysis—mirrors a wealth o ideas rom people o all walks olie and generations.

Apart rom road-mapping changes to inrastructure, the Vision setsnew parameters or the way Council delivers and acilitates services,development and public domain improvements. It also gives directionon renewal and transormational projects aimed at driving enterprise,cultural excellence and social cohesion.

While a range o directions and actions apply to core businessareas o the City, other larger and more complex projects andprograms will be viewed, assessed and implemented on aprogressive, long-term basis.

Integral to the Vision is a commitment by the City o Sydney to enterinto partnerships with the community, business and governmentto realise the program through to 2030—while continuing to takeadvice and soundings on an ongoing basis.

The Vision sets the agenda or the City’s Corporate StrategicPlans and Capital Works in the years to come.

MONICA BARONECHIEF EXECUTIVE OFFICER

MESSAGE FROMTHE CHIEF EXECUTIVE OFFICER



0 SUSTAINABLE SYDNEY 2030 : THE VISION SUSTAINABLE SYDNEY 2030 : THE VISION 11

1 A Revitalised City Centre at

the Heart o Global Sydney

2 An Integrated Inner SydneyTransport Network

3 A Liveable Green Network

4 Activity Hubs as a Focus or the City’s

Village Communities and Transport

5 Transormative Development

and Sustainable Renewal

Full outline on page 34

1 A Globally Competitive andInnovative City

2 A Leading EnvironmentalPerormer

3 Integrated Transport ora Connected City

4 A City or Pedestriansand Cyclists

5 A Lively, EngagingCity Centre

6 Vibrant Local Communitiesand Economies

7 A Cultural and Creative City

8 Housing or a DiversePopulation

9 Sustainable Development,Renewal and Design

10 Implementation throughEective Partnerships


1 Western Edge

2 Three City Squares

3 Protecting the Centre

4 Eora Journey

5 Cultural Ribbon

6 Harbour to the Bay

7 Connecting Green Square

8 Glebe Aordable Housing

9 New Moves or Newtown

10 Green Transormers


TenTargets

FiveBigMoves

TenProjectIdeas

TenStrategicDirections

A snapshoto the 2030Vision

VISION AT A GLANCE

1 TARGET 1 Reduce 1990 green house gas

emissions by 50 per cent

2 TARGET 2 Capacity to meet local electricity

and water demand

3 TARGET 3

48,000 Additional dwellings

4 TARGET 4 7.5 per cent o all housing

social housing—7.5 per centaordable housing

5 TARGET 5

97,000 additional jobs in the City

6 TARGET 6

80 per cent o City workers commutingon public transport—80 per cent o

work trips by City residents in nonprivate vehicles

7 TARGET 7

10 per cent o trips made in the City

by cycling—50 per cent of trips madeby walking

8 TARGET 8

Every resident within a 10 minute(800m) walk to a main street

9 TARGET 9

Every resident within a 3 minute (260m)walk o continuous green link

10 TARGET 10

45 per cent o people believing mostpeople can be trusted





10 targetsSpecifc targetsto make the

City moresustainable.

10 TArGETS fOr 2030

• TARGET 1

By 2030, the City will reduce greenhouse gasemissions by 50 per cent compared to 1990 levels,and by 70 per cent compared to 1990 levels by 2050.

• TARGET 2

By 2030, the City will have capacity to meet up to 100 percent o electricity demand by local electricity generationand 10 per cent o water supply by local water capture.

• TARGET 3

By 2030, there will be at least 138,000 dwellings, 48,000additional dwellings in the City for increased diversity ofhousehold types, including a greater share of families.

• TARGET 4

By 2030, 7.5 per cent o all City housing will be socialhousing, and 7.5 per cent will be aordable housing,delivered by not-or-proft or other providers.

• TARGET 5

By 2030, the City will contain at least 465,000 jobsincluding 97,000 additional jobs with an increasedshare in fnance, advanced business services,education, creative industries and tourism sectors.

•TARGET 6

By 2030, the use o public transport or travel towork by City Centre workers will increase to 80 percent and the use o non-private vehicles by Cityresidents or work trips will increase to 80 per cent.

•TARGET 7 By 2030, at least 10 per cent o City trips will be madeby bicycle and 50 per cent by pedestrian movement.

•TARGET 8 By 2030, every resident will be within a 10 minute (800m)walk to resh ood markets, childcare, health servicesand leisure, social, learning and cultural inrastructure.

•TARGET 9

By 2030, every resident in the City o Sydney will bewithin a three minute walk (250m) o continuous greenlinks that connect to the Harbour Foreshore, HarbourParklands, Moore or Centennial or Sydney Parks.

•TARGET 10

By 2030, the level o community cohesion and socialinteraction will have increased based on at least 45 percent o people believing most people can be trusted.



1

A G l o b A l l y c o m p E T i T i v E A n d i n n o v A T

i v E c i T y


OBJECTIVES OBjECTIVE 1.1

pla or growth a hage the cty cetre.

CITY NOw

Constraints on uture capacity to accommodate newjobs in the City Centre.

Insufcient recognition o the characteristics and activityclusters in city precincts.

CITY IN 2030

The City Centre is reinorced as the heart o Global Sydney.

Sufcient capacity is available to accommodate growtho globally oriented economic activities.

ACTION

1.1.1Ensure the City Plan provides capacity oremployment growth in the City.

ACTION

1.1.2Ensure the City o Sydney’s economicdevelopment strategies strengthen the economicroles o the City Centre precincts.

ACTION

1.1.3Plan or long-term increased developmentopportunities and improved connections to theWestern waterront.

ACTION

1.1.4 Advocate or a new oreshore precinct atBarangaroo with a lively waterront parks,boardwalks, caes, culture and entertainment.

ACTION

1.1.5Establish a Precinct ManagementTeam to work with landowners, businesses andother stakeholders to strengthen precincts.

ACTION

1.1.6Establish development strategies in the precinctwest o George Street to activate the street levelwith caes and retail and upper oor apartmentsand small workplaces, in the European tradition.

OBjECTIVE 1.2

Stregthe gloally oette lusters a etworksa eelo oate aaty.

CITY NOw

Insufcient knowledge about Sydney’s competitiveattributes and industry clusters.

Lack o a ormal networks and cluster development strategy.

CITY IN 2030

Strategies and actions or cluster developmentbased on a strategic vision.

Industry and activity clusters developed throughstakeholder partnerships.

ACTION

1.2.1Investigate the establishment o the ‘SydneyPartnership’ with the private sector, research andeducational institutions.

ACTION

1.2.2Develop the City’s strategic economicdevelopment and research capabilities.

ACTION

1.2.3Foster economic collaboration and knowledgeexchange with other national and global cities.

ACTION

1.2.4Foster industry networks in a selected group ohigh growth globally competitive industries.

OBjECTIVE 1.3

pla or gloal ty suort utos.

CITY NOw

Lack o coherent direction or critical City supportarea in City’s south.

Uncoordinated planning or airport and port activities.

CITY IN 2030

Sufcient development potential or Global Citysupport activities is available.

Areas in transition to residential and other uses are wellplanned and support public transport.

A robust planning and governance rameworkor the areas around the Airport is established.

ACTION1.3.1

Undertake precinct and structure planning in thesouthern mixed use employment area.

ACTION

1.3.2Work with partners to prepare a planning anddevelopment ramework or managing the impacto airport growth.

OBjECTIVE 1.4

deelo oate aaty a gloaloetteess.

CITY NOw

Underutilised location links between education providers.

Underdeveloped relationships between educationinstitutions and creative and innovative capacity.

CITY IN 2030

A physically and technically linked City.

A City with a strong ‘innovative milieu’.

ACTION

1.4.1Support local community economicdevelopment and continuous learning

ACTION

1.4.2Identiy, develop and support the creationo innovation precincts across the City, orexample at Ultimo-Pyrmont Education andCultural precinct.

ACTION

1.4.3Support the growth o the AustralianTechnology Park (ATP) and precincts.

OBjECTIVE 1.5

Stregthe usess oetteess.

CITY NOw

Many businesses are mobile.

Insufcient opportunities or active business leadership.

CITY IN 2030

Costs kept competitive with other cities.

More opportunities or business leadership in theCity Centre.

ACTION

1.5.1Undertake continuous improvementsto approvals and licensing processes.

ACTION

1.5.2

Develop mechanisms to strengthen business

leadership in the City Centre.

OBjECTIVE 1.6

Ehae tours rastruture, assetsa rag o the cty.

CITY NOw

Unulflled tourism promise.

Fragmented marketing and branding o Sydney.

CITY IN 2030

Eective partnerships or delivering world-class tourismand cultural inrastructure and amenities are established.

Consistent branding or Sydney backed by the StateGovernment and the City o Sydney.

ACTION

1.6.1Work in partnership with the Tourism Industryand State Government to develop visitor acilitiesand attractions, including new hotels andaccommodation opportunities.

ACTION

1.6.2Work towards a single marketing organisation—Global Sydney—as a partnership betweenindustry and other governments.

ACTION

1.6.3Develop strategies to assist visitor orientationand movement around the City.



2


A l E A d i n G E n v i R o n m E n T A l p E R F o R m E R


irease the aaty or loal eergy geeratoa water suly wth ty ouares.

CITY NOw

Reliance on centrally provided inrastructureoutside o the City.

CITY IN 2030

A network o Green Transormers in the City.

Continuous improvement in resource efciency.

ACTION

2.1.1 Prepare a Green Inrastructure Plan or the City.

ACTION

2.1.2 Investigate the development o Green Transormers.

ACTION

2.1.3 Increase the use o recycled water.

ACTION

2.1.4Integrate Green Transormers throughout theCity by using the City’s streets or reticulation.

ACTION

2.1.5Improve environmental reporting and disclosureagainst published targets.

OBjECTIVE 2.2

Reue waste geerato a storwaterollutat loas to the athet.

CITY NOw

Invisible drains that quickly remove water which is treated likewaste.

City generated waste is generally beyond City o Sydney control.

CITY IN 2030

Water is celebrated and retained or re-use.

A City that sees waste as a valuable resource.

ACTION

2.2.1Renew stormwater inrastructure by installing watersensitive urban design in the catchment.

ACTION

2.2.2 Develop an integrated waste management strategywith other Inner Sydney Councils and identiy sitesor associated processing inrastructure.

OBjECTIVE 2.3

iroe the eroetal eroraeo exstg ulgs.

CITY NOw

An urban management strategy that ocuses on whatis easier—new development.

CITY IN 2030

An urban management strategy that ocuses on sustainablenew development and retroftting existing development.

ACTION

2.3.1Investigate ways to accelerate retroftting o existingbuildings or better environmental perormance.

ACTION2.3.2 Investigate ways to accelerate the uptake o theGreen Power purchase within the City.

ACTION

2.3.3Extend the work o existing programs that make apositive contribution to improved resource efciencyacross the City.

OBjECTIVE 2.4

deostrate leaersh eroetal eroraethrough the cty o Syey’s oeratos a attes.

CITY NOw

A commitment to strategic environmental initiatives.

CITY IN 2030

International recognition or environmental leadership acrossall areas o the City o Sydney activities.

ACTION

2.4.1Investigate the application o carbon minimisationcriteria to procurements and contracts.

ACTION

2.4.2 Investigate best practice initiatives to prepare theCity or the social and o ther impacts o globalwarming, such as peak uel impacts, storms andooding.

ACTION

2.4.3

Work with other sectors to promote sustainable

environmental industries and develop economicand educational benefts.

ACTION

2.4.4Continue to develop and implement education andsupport initiatives to assist residents, businesses,workers and visitors to reduce their environmentalimpacts.



3


i n T E G R A T E d T R A n S p o R T F o R A c o n n E c T

E d c i T y


Suort a la or ehae aess yul trasort ro the Syey Rego to the ctyo Syey.

CITY NOw

The radial rail and bus networks perorm a major role movingcommuters to work in the City Centre, but the system hasailed to keep pace with growth.

The road network is congested, particularly during theweekday peaks.

Ferries serve a niche market and have an iconic role.

CITY IN 2030

Public transport is the mode o choice or all trips tothe City rom other parts o the Sydney Region.

ACTION

3.1.1Support upgrades to the existing regional railsystem and new metro rail lines.

ACTION

3.1.2Investigate development opportunities at andaround existing and new stations in proposed

Activity Hubs.

ACTION

3.1.3Improve the operation o existing City Centrestations, including their interchange role.

OBjECTIVE 3.2

deelo a tegrate ier Syeyul trasort etwork.

CITY NOw

City residents travelling within Inner Sydney rely on a rangeo transport modes, and planning or this requires moresophisticated transport policy responses.

Lack o integration between transport modes and inefcientinormation and ticketing systems.

CITY IN 2030

Enhanced opportunities or Inner Sydney residents to takepublic transport or travel to the City Centre.

Increased tourist and event accessibility between the CityCentre, Activity Hubs and Villages.

An accessible network or older people and people witha disability.

ACTION

3.2.1 Develop an Inner Sydney Transport Strategy.

ACTION

3.2.2Improve integration o cross-regional publictransport services, including light rail and metro rail,and the quality o transport hubs.

ACTION

3.2.3 Develop modal interchanges.

ACTION

3.2.4 Identiy a network o local bus services.

ACTION

3.2.5Develop an integrated accessible communitytransport network.

OBjECTIVE 3.3

Reue the at o trasort o ul sae thecty cetre a Atty Hus.

CITY NOw

Pedestrian experience in the City is poor.

Lack o clear connections or pedestrians in the City.

Public transport operation is constrained.

CITY IN 2030

Active management o travel demand.

An integrated approach to trafc management, publictransport and public domain.

ACTION

3.3.1

Improve public transport circulation in the City

Centre.ACTION

3.3.2Increase the amount o street space dedicated tosustainable transport modes and urban space.

ACTION

3.3.3 Manage car travel demand.

ACTION

3.3.4 Develop sustainable travel initiatives.

ACTION

3.3.5Investigate transport pricing mechanisms toencourage sustainable travel.

OBjECTIVE 3.4

maage regoal roas to suort rease ultrasort use a reue ar traf cty streets.

CITY NOw

The regional road network is a major part o the City’stransport system, but the amenity o some key City streets inthe network is severely compromised.

Freight is placing new demands on the City’s road network.

Trafc congestion impedes Sydney’s economic development.

CITY IN 2030

Innovative demand management could reduce congestion on

regional road network.Freight demands managed to protect residential amenity.

ACTION

3.4.1Develop a road hierarchy and managementplan or major corridors.

ACTION

3.4.2Ensure opportunities to improve amenityare provided as part o uture regional roadmanagement.



4

A c i T y F o R p E d E S T R i A n S A n d c

y c l i S T S



deelo a etwork o sae, lke eestra a yleaths tegrate wth gree saes throughout oth thecty a ier Syey.

CITY NOw

Discontinuous cycling routes which share the road spacewith cars.

Disconnected green spaces with potential or greater use ascycling and pedestrian routes.

Much loved ‘main streets’ choked with cars.

Inner Sydney bicycle and network planning hampered bymultiple agencies with responsibility.

CITY IN 2030

A connected City. A City that is attractive or pedestrian movement and cycling.

Taking action through eective partnerships.

ACTION

4.1.1Deliver the Cycle Strategy and Action Plan andplan or an expanded network beyond 2017.

ACTION

4.1.2Prepare design plans or a continuous oreshorepath between Glebe and Rushcutters Bay and romthe harbour at Glebe, to Botany Bay, Rosebery andbeyond.

ACTION

4.1.3Work with partners to develop and implementthe ‘liveable network’ in the City and extend it toInner Sydney.

ACTION

4.1.4Continue to ensure walking and cycling acilitiesand networks are designed so that they are saeand meet the needs o everyone.

OBjECTIVE 4.2

Ge greater rorty to yle a eestraoeets a aety the cty cetre.

CITY NOw

Unrealised potential as a walkable City Centre.

Few eective transport alternatives or short trips in theCity Centre.

Lack o inormation and knowledge about City Centreconnections.

CITY IN 2030

The City will be a great walkable City.

Pedestrian movement and cycling are integrated intotransport planning.

ACTION

4.2.1Manage the road space to encourage walking,cycling and the use o public transport.

ACTION

4.2.2Re-time trafc signals and phasing to givepriority to pedestrians.

ACTION

4.2.3Reduce the speed limit in the City Centre to40kph to improve saety and amenity.

ACTION

4.2.4Implement part-time or ull-time road lanesand street closures where outdoor activitiescan be encouraged.

ACTION

4.2.5Improve directional signs and education aboutpedestrian networks in the City Centre.

ACTION

4.2.6Implement a public bicycle scheme.

OBjECTIVE 4.3

proote gree trael or ajor worklaesa eues the cty.

CITY NOw

Insufcient end-o-trip acilities or cyclists andpedestrians.

Tax and other salary incentives avour cars overpublic transport, pedestrian movement and cycling.

CITY IN 2030

City of Sydney facilities provide ‘end of trip’ facilities forwalkers and cyclists.

Employers oer a range o incentives to encouragewalking and cycling.

The tax system actively encourages walking andcycling.

ACTION

4.3.1Establish or improve end o trip acilitiesto encourage walking and cycling.

ACTION

4.3.2Require Green Travel Plans or majordevelopment.

ACTION

4.3.3Provide bike parking, showers andchange acilities or walkers and cyclistsat approved City o Sydney buildings.

ACTION

4.3.4Establish and encourage incentiveprograms or employees who takesustainable transport to work.



5

A l i v E l y , E n G A G i n G c i T y

c E n T R E



Stregthe the cty’s ul oa etty a reateore laes or eetg, rest a lesure.

CITY NOw

Lack o distinctive streets.

Lack o open space network.

Dominated by noisy and polluting trafc.

CITY IN 2030

A strong City identity—a central north-south spine linkingmajor public squares.

An inviting streetscape—a strong hierarchy o signifcantpublic spaces.

ACTION

5.1.1 Plan or a north-south central spine in the City Centreconnecting three new squares at Circular Quay, TownHall and Central; with priority or public transport,cycling and pedestrians.

ACTION

5.1.2Develop a public space improvement strategy toenhance streets and squares in the City Centre.

OBjECTIVE 5.2

proe a atty ous or the cty cetreworker a stor outes.

CITY NOw

Lack o a ocus or the City’s worker, student and visitorcommunities.

CITY IN 2030

The three new squares on the north-south spine are serviceand activity hubs or the City Centre’s communities.

ACTION

5.2.1Prepare a City Centre Community Facilities andPrograms Strategy and review the City Plan todeliver the three squares as a ocus or City Centrecommunity lie with services such as childcare,libraries and inormation services.

OBjECTIVE 5.3

maage a stregthe rets the cty cetre.

CITY NOw

Insufcient variation in height and built orm controls leadingto overshadowed streets and insufcient protection or fne grainareas.

Underdeveloped cultural and leisure precincts.

Under-recognised underground lie and activity or low rent spaces.

CITY IN 2030

Fine grain protected in key precincts, or example, in the RetailCore west o George Street south o Erskine Street to Chinatownand City South.

Cultural and hospitality precincts develop in the vicinity ocultural venues.

Sydney’s laneways and underground spaces are part o theattraction o the City Centre and complement street lie.

ACTION

5.3.1Ensure the City Plan continues to preserve mixeduses and ‘fne grain’ development, in particular westo George Street, south o Erskine Street to Chinatownand in the City South.

ACTION

5.3.2Undertake cultural mapping to identiy opportunities orcultural, entertainment and hospitality precincts aroundexisting venues, and acilitate by appropriate developmentcontrols, street level lighting, signage and paving.

ACTION

5.3.3 Investigate use o underground spaces orcultural venues, public art and exhibition spaces,entertainment and hospitality.

ACTION

5.3.4Promote laneway precincts suchas Angel Place.

OBjECTIVE 5.4

irease the suly o sall sale saes or retal asall usesses o streets a laes.

CITY NOw

Diminishing supply o independent and specialist retailing.

CITY IN 2030

Australia’s premier retail destination with a great varietyo oerings.

ACTION

5.4.1Prepare a retail strategy ocused on expanding smallscale capacity across the City Centre and re inorcinghigh-end shopping in the retail core .

ACTION

5.4.2Investigate planning controls requiring new andredeveloped buildings to be built to the street edge withactive, externally ocused rontages or small retailing.

ACTION

5.4.3Develop ways to encourage existing building ownersto build to street edges. Fill in empty colonnades andactivate blank building edges with retail activity onstreets and laneways.

ACTION

5.4.4Investigate conversion to ‘grand retail’ or‘grand hotels’ or landmark city buildings.

OBjECTIVE 5.5

Assst arorate sall usesses to loate athre the cty cetre.

CITY NOw

Diminishing opportunities or start-up or youngentrepreneurs to establish in the City Centre.

CITY IN 2030

Precinct identities and economic specialisations aredeveloped and underpinned by a wide cross-section obusinesses including start-ups and niche operators.

ACTION

5.5.1Develop ‘City Centre Business Diversity’criteria to attract and encourage businessesin the City Centre.

ACTION

5.5.2Investigate the merits o a Small BusinessDevelopment Fund to provide grants tobusinesses that meet the ‘City Centre BusinessDiversity’ criteria.

ACTION

5.5.3Investigate creating City o Sydney assistedor unded business incubators.

OBjECTIVE 5.6

Suort the eeloet o erse, ewars a restaurats the cty cetre.CITY NOw

An unsophisticated late night bar and hospitality culture.

CITY IN 2030

A thriving and quirky array o ‘out o the way’ choices orlate night dining, drinking and continued conversations.

ACTION

5.6.1Establish a liquor licensing working group tomonitor and assist in the implementation o newliquor licensing laws and promote the urtherreorms needed.



v i b R A n T l o c A l c o m m u n i T i E S A n d E c o

n o m i E S


OBJECTIVES

6

OBjECTIVE 6.1

mata a ehae the role a harater othe vllages.

CITY NOw

The City o Villages concept has successully highlighted thedistinct character o the City’s local residential and commercialprecincts, but needs refnement given the new context oSustainable Sydney 2030.

CITY IN 2030

The Villages sustain a mix o local jobs and services and eachhas a distinct character.

ACTION

6.1.1Ensure that City o Sydney planning policies andprograms support a Sustainable City o Villages.

OBjECTIVE 6.2

create a etwork o Atty Hus as laesor eetg, shog, reatg, learg aworkg or loal outes.

CITY NOw

Lack o identifed locations or a more intense mix o activitiesto provide a ocus or new strategic investment in establishedareas and support local level sustainability.

Narrow view o the role o the City Centre as Global Sydney.

CITY IN 2030

A recognised layer o Activity Hubs or meeting, shopping,creative activities, learning and working.

City Centre, Villages and Activity Hubs or an integratedGlobal Sydney.

ACTION

6.2.1Develop plans or each Activity Hub to supportcommunity needs, the role and uture charactero community lie at Crown Street, Kings Cross,Oxord Street, Redern Street, Harris Street,Glebe Point Road, King Street and Haymarket.

ACTION

6.2.2Plan or new Activity Hubs at Green Squareand Harbour (Hickson Road).

ACTION

6.2.3Plan or development to support the core

elements o uture Activity Hubs.

ACTION

6.2.4Plan or community assets, acilities and elementsconsistent with the uture role and character othe Activity Hubs.

OBjECTIVE 6.3

proe a rh layer o aessleouty-leel soal rastruture, seres arogras aross the cty.

CITY NOw

Social programs and services typically ocus on minoritygroup needs.

Social planning needs to be better integrated with otheraspects o the City o Sydney’s activities.

The aspiration or relative equality in the City is poorly servedby uncoordinated inter-governmental responsibilities.

Growth pressures are putting pressure on socialinrastructure.

Community acilities are unevenly distributed acrossthe City and some are in a poor condition.

CITY IN 2030

Community and social planning is broad based,recognising all the dimensions that contribute to qualityo lie.

Strategic social planning and implementation capacity isstrong and integrated across the City o Sydney’s activities.

The City o Sydney is a partner in services provision andmulti-disciplinary programs addressing inequality, socialdisadvantage and homelessness.

Specifc standards and guidelines will guide acility andservice provision, based on robust research and planningrameworks and public debates.

Equitable and accessible: Community acilities areprovided so that Villages and Activity Hubs are the ocusor new and redeveloped acility provision.

Integrated and innovative: The City o Sydney is a leader innew models o social inrastructure provision and delivery.

ACTION

6.3.1Prepare a city-wide integrated communitiesstrategy to ensure services meet localcommunity needs.

ACTION

6.3.2Establish partnerships and programs toimprove social conditions and outcomesamong particular communities.

ACTION

6.3.3Establish standards and guidelines or the ormand nature o community acilities needed to

meet emerging social needs in the City, basedon analysis and research.

ACTION

6.3.4Prepare a Future Community Facilities Planto direct investment in new or redevelopedcommunity acilities in the Villages or

Activity Hubs.

OBjECTIVE 6.4

deelo a suort loal eooesa eloyet.

CITY NOw

Unrealised potential or Villages to accommodate nichebusinesses, start-ups and diverse retailing.

Role o robust local economies in global economy notsufciently recognised.

CITY IN 2030

Villages and Activity Hubs encourage and osterentrepreneurial spirit and employment growth.

Villages and Activity Hubs integrated into Global Sydney.

ACTION

6.4.1 Investigate economic development strategiesor Activity Hubs.

ACTION

6.4.2Include initiatives or work and training or localunemployed and disadvantaged people in

Activity Hub development plans.

ACTION

6.4.3Investigate the establishment o a SydneyEmployment Mentoring Program.

ACTION

6.4.4Support initiatives to expand job opportunitiesor Indigenous people.

OBjECTIVE 6.5

bul oortutes or lelog learg ew lteraes.

CITY NOw

Lack o opportunities to meaningully engagewith ‘new literacies’.

CITY IN 2030

A City with command o the new literacies.

ACTION

6.5.1Establish and promote an accessibleinormation literacy program in every

Activity Hub.

ACTION

6.5.2Establish ree Wi-Fi networks in all City librariesand ensure City libraries oer access to globalcommunications.



7

A c u l T u R A l A n d c R E A T

i v E c i T y



Eourage the areato a eeloet o Aorgal a Torres Strat islaer ultural hertagea ts oteorary exresso.

CITY NOw

Insufcient connection between appreciating Indigenousculture and links to social justice and economic andemployment opportunities.

CITY IN 2030

Heritage and culture o Aboriginal and Torres Strait Islandersrespected and celebrated.

A City linked through Aboriginal culture and heritage.

ACTION

7.1.1 Develop a City o Sydney Indigenous Cultural Plan,covering Indigenous arts, public art and design.

ACTION

7.1.2Establish a ormal City o Sydney Aboriginal AdvisoryGroup.

ACTION

7.1.3Establish an Australian Indigenous Cultural Centre.

ACTION

7.1.4Continue consultation and initiate partnerships to bringa new ocus on the understanding and celebration oIndigenous culture in the City.

ACTION

7.1.5Establish an Indigenous cultural interpretation trail romRedern to Mrs Macquaries Chair.

OBjECTIVE 7.2

Suort ultural atty, artatoa terato.

CITY NOw

Sydney is recognised or its cultural energy and creativity butthere are gaps in opportunities or participation.

CITY IN 2030

Increased opportunities or cultural participation.

ACTION

7.2.1Promote use o a temporarily unused city buildings asaordable space or artists, arts and cultural studios.

ACTION7.2.2

Prepare an Integrated Cultural Events Strategyto identiy opportunities or community-basedmanagement and programming o events in ActivityHubs, and create links with the creative economy.

ACTION

7.2.3Use Sydney’s streets, laneways and public spaces toshowcase dierent art orms.

ACTION

7.2.4Prepare a Cultural Inrastructure Plan or the City thatassesses uture needs, and identifes opportunitiesor best practice delivery o cultural programs throughcommunity centres.

ACTION

7.2.5Ensure that the use o the City’s streets and publicplaces or busking and perormance licences isaccessible and aordable.

OBjECTIVE 7.3

Suort the eeloet o reate ustres.

CITY NOw

Only recent recognition o strength o creative industries.

Lack o appropriate space or creative industries.

CITY IN 2030

A City which osters a globally competitive cluster o creativeindustries.

A City which understands, plans and provides space orcreative industries.

ACTION

7.3.1 Identiy the location and inrastructure needs ovarious creative and innovative industries.

ACTION

7.3.2Develop creative industry and cultural precinctstrategies.

ACTION

7.3.3Establish a Creative Spaces Registerto provide access to studio spaces in the City.

ACTION

7.3.4 Establish a Creative Industry Forum.

ACTION

7.3.5Develop a pilot program that encourages start-upcultural and creative enterprises.

ACTION

7.3.6Establish active partnerships with best practiceadaptive reuse heritage spaces.

OBjECTIVE 7.4

proe ultural leaersh astregthe ultural artershs.

CITY NOw

Continuing challenges to sufcient investment in theCity’s cultural inrastructure.

CITY IN 2030

A leading Global City in the provision o culturalinrastructure, assets and resources.

ACTION

7.4.1Develop a creative ramework or Public Art inthe City.

ACTION

7.4.2

Extend cultural mapping beyond the City Centreto inorm the City o Sydney’s Cultural Plan.

ACTION

7.4.3Foster ormal partnerships with othergovernments to coordinate support or thecultural calendar o major events.

ACTION

7.4.4Establish Partnerships with other governmentsto coordinate support cultural development.

ACTION

7.4.5Investigate creating a centre or SustainableSydney in the City to showcase design, cultureand the built environment as well as providingexhibition and orum space.

ACTION

7.4.6Develop partnerships with the universities, toinvolve them in community cultural developmentand creating the Activity Hubs.



8

H o u S i n G F o R A d i v E R S E p o p u l A T i o n



Faltate the suly o housg y the rate arket.

CITY NOw

Housing supply is not keeping pace with demand.

The City shares control over uture residential developmentwith State Government agencies.

Development controls and approval processes canconstrain efcient supply side responses.

CITY IN 2030

Future land supply or residential development ismaximised, consistent with provision or employment usesand environmental and other objectives.

Strong housing growth occurs in areas servicedby inrastructure.

Ongoing monitoring and a regional response tohousing demand.

ACTION

8.1.1 Address unnecessary barriersto residential development by the private market.

ACTION

8.1.2Ensure substantial, uture residential development atmajor renewal sites.

ACTION

8.1.3Provide physical and social inrastructure to meetthe needs o residents in a timely way.

ACTION

8.1.4Monitor the availability o private and public land orresidential development.

ACTION

8.1.5Work with Inner City Councils and State Governmentto ensure a good supply o land or residentialdevelopment.

OBjECTIVE 8.2

Esure that housg eeloets roe a erstyo housg oortutes or eret lestyle hoesa househol tyes.

CITY NOw

Small households and younger residents dominate in the City.Housing choice is alling.

CITY IN 2030

The market provides diversity and caters or a range

o liestyle choices and household types.

ACTION

8.2.1Develop and promote an Aordable HousingStrategy or Sydney and inner Sydney.

ACTION

8.2.2Ensure the City Plan requires a mix o housing typesto suit a wide range o people and a wide range osocial diversity.

ACTION

8.2.3Ensure new residential development is welldesigned or people with a disability or limitedmobility, the elderly and is adaptable or use bydierent household types.

OBjECTIVE 8.3

Esure that a sustatal roorto o housgs ae at the lower e o the arket.

CITY NOw

Pressure on low cost housing rom gentrifcationprocesses.

Loss o low cost housing stock including boardinghouses.

CITY IN 2030

The market provides a mix o housing types, includingor people with low to moderate incomes.

ACTION

8.3.1Encourage the development industry to providelower priced housing.

ACTION

8.3.2Ensure there are no unnecessary barriers to thesupply o lower cost accommodation types.

ACTION

8.3.3Develop a strategy to maintain a supply oboarding house accommodation in the City.

OBjECTIVE 8.4

Faltate a roote growth the ‘aoralehousg’ setor lug y not-or-proft (nFp)a other housg roers.

CITY NOw

Limited involvement by the NFP sector in the deliveryo aordable housing.Pressure on low cost rental housing.Housing stress or low income working households.

CITY IN 2030

The NFP sector and other providers supply housing‘at cost’ or in some instances below cost to needyhouseholds.

ACTION

8.4.1Support the NFP sector in providing aordablehousing.

ACTION

8.4.2Investigate an aordable housing pilot project inpartnership with NFP sector and Department oHousing.

ACTION8.4.3

Investigate the benefts and opportunitieso expanding existing included zones oraordable housing to und the NFP sector, suchas expansion in uture renewal areas or on allcommercial developments across the City.

OBjECTIVE 8.5

Faltate a roote growth the soal housgsetor to roe housg oortutes or thosewth ery low oes.

CITY NOw

Declining share o social housing.

Concentration o disadvantage in areas o social housing.

Risk o homelessness or vulnerable groups.

CITY IN 2030

Social housing in its various orms maintains its share oall dwellings.

ACTION

8.5.1

Work in partnership with the Department oHousing on its public housing renewal projects.

ACTION

8.5.2 Identiy and initiate social housing and aordablehousing projects or people with additional needs,including people who are homeless, young

Aboriginal people, and artists on low income.

ACTION

8.5.3 Advocate increased investment in social housingin the City by other governments.

OBjECTIVE 8.6

proote artershs a eelo aoaystrateges or the elery o housg or ery lowthrough to oerate oe househols.

CITY NOw

Lack o community understanding and acceptance ohousing or low income groups.

CITY IN 2030

A pro-active role by the City o Sydney in explaining thebenefts o a diverse housing stock, including housingor low income groups.

ACTION

8.6.1Work with all stakeholders to develop modelso construction and delivery o aordablehousing to demonstrate how partnershipscould work across the City.For example, in areas such as Glebe,Barangaroo and Redern and Waterloo, withSydney Harbour Foreshore Authority andRedern- Waterloo Authority.

ACTION

8.6.2Develop an eective communications strategyto promote the need or and benefts o housingdiversity and low income housing.

ACTION

8.6.3Ensure programs and services are in placeto support people with low incomes in publichousing.



9

S u S T A i n A b l E d E v E l o p m E n T R E n E w A l A n d

d E S i G n



Esure reewal areas ake ajor otrutos to thesustaalty o the cty.

CITY NOw

Renewal projects are typically untested or broadersustainability and community impacts.Collective approaches to potential benefts not realised.

CITY IN 2030

The City’s renewal areas are sustainability exemplars.Renewal areas meet aggressive sustainability targets.Collective solutions to achieve sustainability aims are utilised inrenewal areas.

ACTION

9.1.1Set sustainability targets or individual renewal areas.

ACTION

9.1.2Undertake broad economic analyses o urban renewal inorder to pr ioritise sustainability.

ACTION

9.1.3Require key sites such as Barangaroo, Frasers Broadway,

Ashmore and Green Square to demonstrate step changesin environmental perormance, housing aordability,sustainable transport and reduction in car ownership.

OBjECTIVE 9.2

defe a roe the cty’s streets, squares, arks aoe sae, a ehae ther role or eestras a ul le.

CITY NOw

Additional open space provision is highly constrained.The City’s streets are not sufciently acknowledgedas public space assets.Large areas o open space separated rom surroundingresidential communities.

CITY IN 2030

A comprehensive, continuous and legible network opedestrian-riendly streets linking parks, squares and publicbuildings is provided.New and more intense development is supported by highquality, additional open space where possible.Institutional or ‘private’ open space is available or ‘dual use’.

ACTION

9.2.1 Prepare a comprehensive Public Domain Plan to defnethe long-term street and lane network, location o squaresand public places and open space system, initiallyocussing on renewal areas.

ACTION

9.2.2Develop agreements or dual use o institutional and otheropen space, such as schools and universities.

ACTION

9.2.3Undertake strategic land purchase or require dedication oland to implement Public Domain Plan.

ACTION

9.2.4Investigate ways to increase community engagement inimproving local streets and lanes such as ‘Beautiul Lanes,Green Streets’ program.

ACTION

9.2.5Investigate urther strategies to activate thepublic domain.

ACTION

9.2.6Create generous channel-side open space and parklandlinks to Green Square along water canals.

OBjECTIVE 9.3

pla or a eautul cty a rooteesg exellee.

CITY NOw

Sydney’s ‘beauty’ threatened by poor development.Design excellence o individual developments will notnecessarily result in a coherent and attractive whole.Insufcient consideration o desirable built orm and streetedge conditions and an over-reliance on Floor Space Ratiocontrols.

CITY IN 2030

Beauty and design excellence encouraged by reerenceto simple rules related to scale and a move toward ‘BlockPlanning’ controls.Design excellence and strategic objectives are met

through public investment.

ACTION

9.3.1Prepare Public Domain Interace Guidelines to defnedesired street edge conditions.

ACTION

9.3.2Move towards ‘block planning’, including simplebuilding envelope controls or heights, setbacksand bulk.

ACTION

9.3.3Develop perormance-based criteria to supplementbuilding envelope controls.

ACTION

9.3.4Continue to protect the heritage values o objects,buildings, places and landscapes.

ACTION

9.3.5Encourage the reuse and adaptation o heritage andother existing buildings.

ACTION

9.3.6Work to establish competitive design processes or allpublic buildings.

ACTION

9.3.7Ensure the design o major inrastructure contributesto the public domain.

OBjECTIVE 9.4

cotually roe eeloet otrols aaroals roesses to se olae asuly se osts.

CITY NOw

Development controls may impact on the cost and diversityo development.Car parking increases the cost o development.

CITY IN 2030

Developments in the City are carried out as cost eectivelyas possible.

ACTION

9.4.1Regularly review and streamlinedevelopment controls.

ACTION

9.4.2Regularly review the development approval processor applicants.

ACTION

9.4.3Review car parking requirements to reducedevelopment costs and improve aordability with aninitial ocus on Green Square.

OBjECTIVE 9.6

pla or the loger ter struture o the cty.

CITY NOw

Planning or uture growth and change needs a longerterm outlook.

CITY IN 2030

Current planning decisions do not preclude longer termoptions.

ACTION

9.6.1Identiy and plan or longer term renewal areas ina City-wide, integrated way to maximise social andeconomic benefts.

ACTION

9.6.2Investigate railways, including above Central Station,where the potential or entertainment, exhibition andconvention acilities would beneft rom co-locationwith Central Station.

ACTION

9.6.3Identiy development opportunities in airspaceabove roads, rail and other inrastructure in Darling

Harbour in conjunction with long-term planning orBarangaroo.ACTION

9.6.4Identiy renewal and regeneration opportunities inand around Department o Housing areas.

ACTION

9.6.5Work with the Redern-Waterloo Authority to supportsocial regeneration and initiatives and a physicalrenewal o Redern and Waterloo including exploringthe potential or a new train station at Bourke Street.

OBjECTIVE 9.5

Esure ew eeloet s tegrate wth theersty a ‘gra’ o the surroug cty.

CITY NOw

New large scale development typically not integrated intosurrounding City areas.

CITY IN 2030

New development is integrated and connected into thesurrounding neighbourhood.The ‘grittiness’ and authenticity o the City is extended intonew development by providing or multiple owners andinvestors.

ACTION

9.5.1Establish Development Integration PrinciplesGuidelines.

ACTION

9.5.2Review development controls against DevelopmentIntegration Principles and Guidelines.

ACTION

9.5.3Review current planning or renewal areas against theDevelopment Integration Principles.

ACTION

9.5.4 Review models o delivery or major renewal areas.



10

E F F E c T i v E G o v E R n A n c E A n d p A R T n E

R S H i p S


OBJECTIVES

OBjECTIVE 10.4

Estalsh a otor artershs or hage.

CITY NOw

Limited City o Sydney capacity to deliver major projects o strategic interest.Many worthwhile partnerships with other agencies and stakeholders but a need ora strategic approach.

CITY IN 2030

Expanded role or partnerships involving City o Sydney in delivering strategicprojects.

ACTION 10.4.1

Establish agreements between City o Sydney and State Government ordelivery against Metropolitan Strategy, State Plan and other State policyobjectives.

ACTION 10.4.2

Continue work with Council o Capital City Lord Mayors and engage with theFederal Government on investing in capital cities.

ACTION 10.4.3

Review organisation capacity to establish and monitor relationships requiredto implement Sustainable Sydney 2030.

ACTION 10.4.4

Assess new partnership opportunities with reerence to achieving theSustainable Sydney 2030 principles and objectives.

ACTION 10.4.5 Continue to engage with other governments, inner Sydney councils andnational and global cities.

OBjECTIVE 10.5

coser oate fag a ug aroahes.

CITY NOw

Reliance on rates and traditional revenue sources.

CITY IN 2030

Diversifed income base.Role as a partner or acilitator in major projects involving publicprivate fnancing combinations.

ACTION 10.5.1

Expand revenues rom commercial operations, propertyportolio and other income generating assets.

ACTION 10.5.2

Investigate ‘capital capture’ where rezoning will increaseland values and ways to share revenue.

ACTION 10.5.3 Review property development levies.

ACTION 10.5.4

Work with partners to prepare a position paper on newinrastructure fnancing approaches such as throughbonds to fnance Sustainable Sydney 2030 projects.

OBjECTIVE 10.6

Reew a otor the eeloet a leetatoo Sustaale Syey 2030.

CITY NOw

Evolving systems or monitoring policy and service outcomesagainst objectives and targets.

CITY IN 2030

New, sophisticated models and technologies or monitoringimplementation against targets.

ACTION 10.6.1

Prepare a fnancial plan to implement the 2030 Vision,including possible State and Federal Governmentunding roles.

ACTION 10.6.2

Establish a monitoring and review process or the 2030 Vision, Objectives and Actions.

ACTION 10.6.3

Establish models to identiy how and where SustainableSydney 2030 targets are going to be achieved.

ACTION 10.6.4

Adopt new digital and mapping capabilities to assistin monitoring.

ACTION 10.6.5

Review the Sustainable Sydney 2030 Vision everyfve years.

ACTION 10.6.6

Align the City o Sydney’s Corporate Plan, Financial Planand Development Plans with the 2030 Vision.

OBjECTIVE 10.7

partate roaer goerae reor roesses.

CITY NOw

Lack o recent eective coordination between dierent levelso government.National sustainability and economic productivity hampered bycurrent arrangements.Current Local Government arrangements hampering eectivestrategic planning or Sydney Region.

CITY IN 2030

Metropolitan governance reorms enhance integrated planningand investment in Sydney.Strategic outcomes or sustainable urban development agreedbetween levels o government and incentives provided or

achievements.ACTION 10.7.1

Lead public debate on the uture o local governmentin Sydney.

ACTION 10.7.2

Work toward a system o Federal Government undingto local Councils or achievement on agreed strategicoutcomes.

OBjECTIVE 10.3

Esure the log-ter faal sustaalty o the cty o Syey.

CITY NOw

Strong fnancial position but increasing costs and constrained new revenueopportunities.

CITY IN 2030

World-class fnancial and asset management.Expanded revenues or identifed strategic prioritiesor a sustainable fnancial ooting.

ACTION 10.3.1

Upgrade and expand fnancial planning and asset management capability inline with best practice.

ACTION 10.3.2

Extend fnancial planning horizon to 10 years and beyond.

ACTION

10.3.3 Investigate special rate levies or environmental and social and economicdevelopment priorities.ACTION 10.3.4

Review scope o existing City o Sydney operations and ensure they delivervalue or money against public sector benchmarks.

ACTION 10.3.5

Establish criteria or better agreements with other governments and agenciesregarding unding.

2030 Vision Snapshot

Documents

Transcript of 2030 Vision Snapshot