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| Metropolitan Strategy for Sydney 2036 | |
|---|---|
| Name | Metropolitan Strategy for Sydney 2036 |
| Jurisdiction | City of Sydney, Greater Sydney |
| Adopted | 2014 |
| Planner | New South Wales, NSW Department of Planning and Environment |
| Status | Strategic planning framework |
Metropolitan Strategy for Sydney 2036 The Metropolitan Strategy for Sydney 2036 is a regional strategic plan prepared by New South Wales authorities to guide the spatial development of Greater Sydney and the City of Sydney area through to 2036. It articulates a long‑term vision linking land use, transport, economic precincts, housing, and environmental resilience across metropolitan, regional and local scales involving stakeholders such as the Sydney Metropolitan Development Authority, Infrastructure NSW, Transport for NSW, NSW Planning Minister, and local councils like Parramatta Council and Blacktown City Council.
The strategy emerged amid demographic trends identified by the Australian Bureau of Statistics and policy reviews following reports such as the Garnaut Review and inquiries by bodies like the Productivity Commission and the Department of Infrastructure and Regional Development. It responded to pressures from rapid population growth in corridors like North West Sydney, South West Sydney, and the Central Coast, and to housing shortages noted in suburbs including Bondi, Newtown, and Parramatta. Influences included precedents from the Metropolitan Plan for Melbourne 2014, urban design principles advanced by Jan Gehl, infrastructure investment models from London Plan, and transport integration exemplars such as Crossrail and Réseau Express Régional.
The vision aligned with targets comparable to frameworks like the United Nations Sustainable Development Goals, aiming to create a polycentric metropolis anchored by centres such as Sydney CBD, Parramatta, Liverpool, Campbelltown, and Penrith. Objectives emphasized compact urban growth inspired by cases such as Vancouver and Singapore, upgrading public transport networks akin to projects by Transport for London and Hong Kong MTR Corporation, and promoting industrial transition referenced in studies by OECD and World Bank. It committed to coordinating agencies including Infrastructure Australia, NSW Treasury, and federal departments like the Australian Department of the Environment.
Land use policies promoted infill development in precincts like Green Square, Pyrmont, Macquarie Park, and Norwest Business Park and sought to protect strategic assets such as the Blue Mountains and the Royal National Park. Housing targets referenced demographic modelling from the ABS and used planning instruments similar to London's housing targets and Stockholm's municipal frameworks. The strategy recommended diverse housing typologies—apartments in transit corridors like Oxford Street and George Street, medium density around centres like Hurstville and Chatswood, and coordinated rezoning processes akin to Singapore Urban Redevelopment Authority practices—while engaging stakeholders including Community Housing Limited, Housing NSW, and private developers such as Lendlease and Mirvac.
Transport planning prioritized integrated networks linking projects such as Sydney Metro, WestConnex, and upgrades to the North Shore line, drawing lessons from High Speed 1 and Interstate 75 corridors. It advocated for multimodal nodes at Central Station, Parramatta Station, Mascot Airport (Sydney Airport), and freight interchanges like Enfield Intermodal Terminal. Coordination across Transport for NSW, Sydney Trains, NSW Ports Authority, and Infrastructure NSW was central, and financing approaches referenced public‑private partnerships exemplified by Transport for London concessions and Private Finance Initiative models.
The strategy targeted employment growth in centres such as Sydney CBD, North Sydney, Macquarie Park, Parramatta, Liverpool, and St Marys, aligning with sectoral strengths in finance represented by firms in Martin Place, technology clusters akin to Silicon Valley models, and health and education precincts linked to University of Sydney, University of New South Wales, and Western Sydney University. It highlighted freight and logistics at Port Botany and Sydney Airport, and innovation precincts in collaboration with organisations such as CSIRO and Australian Technology Park stakeholders, drawing on economic strategies from Asian Development Bank and IMF studies.
Environmental objectives referenced international accords such as the Paris Agreement and domestic policy instruments like the Environment Protection and Biodiversity Conservation Act 1999 and targeted biodiversity corridors connecting Sydney Harbour National Park to the Royal National Park. Climate resilience measures drew on work by the Australian Climate Council, CSIRO climate projections, and adaptive planning examples from New Orleans and Rotterdam. Actions included stormwater management modeled after Water Sensitive Urban Design and green infrastructure initiatives observed in Copenhagen and Melbourne's Urban Forest Strategy.
Implementation relied on intergovernmental mechanisms among New South Wales, the Commonwealth of Australia, and local councils including Willoughby Council and Liverpool City Council, with governance arrangements referencing entities like Infrastructure NSW, Greater Sydney Commission, and independent review panels similar to commissions in Victoria and Western Australia. Monitoring frameworks proposed performance indicators aligned with reporting by the Australian Bureau of Statistics, audits by the Audit Office of New South Wales, and evaluation methods used by OECD and World Bank to track housing delivery, transport patronage, employment creation, and environmental outcomes. Public consultation processes mirrored engagement techniques used in projects by UN-Habitat and European Commission initiatives.