FAQs

      The Campbelltown City Centre Masterplan is not a regulatory land-use planning document. Rather, it identifies the complex, place-specific priorities and actions required to support Campbelltown City Centre to realise a future that is sustainable, resilient and prosperous, and that fulfils its metropolitan role. Reimagining Campbelltown City Centre Masterplan is our vision and the strategy on how we can deliver that vision into reality. It is currently referenced in Campbelltown’s Local Strategic Planning Statement and is supported by the Campbelltown-Macarthur Place Strategy.

Part 1 of the Masterplan is the Place Framework.  This sets out the six Pillars that underpin the vision and the commitments that we make to deliver that vision.  Each of the commitments are accompanied by a visual representation of the commitment.  This visual material is indicative to communicate the strategy. It is not designed to show detailed site by site application of controls.

The Masterplan contains some visionary changes that may occur in the future.  Because of the enormous size of the Masterplan study area, some 570 hectares, it sets a high level strategy for the scale of change that’s required.  More detailed planning, which is yet to come, will provide greater detail and controls that will apply to individual lots. Public consultation will occur as part of determining those controls at a later time.

No, the Masterplan gives guidance on a range of building heights in the City Centre to still maintain the beautiful vistas to the green hills, that makes our city unique. The Masterplan is not a regulatory document and cannot therefore regulate any land uses or building controls.

No, the Masterplan gives guidance on the optimisation of land, to create economic benefits. It is not a regulatory document and therefore cannot change zonings allowable land uses.

Yes, Campbelltown Council encourages development that reflects the Masterplan’s vision and Council’s Local Strategic Planning Statement (which includes Reimagining Campbelltown).  Each development and decision in Campbelltown City Centre needs to consider the Masterplan.  Without that consideration we won’t be able to deliver the vision.

Put simply, it won’t.  The projects’ success relies upon robust and collaborative partnerships with others, including all levels of government, universities, community and industry.  It requires all of our efforts to deliver the vision. 

The actions contained within the Reimagining Campbelltown City Centre Masterplan and the Campbelltown-Macarthur Place Strategy have been prepared in alignment with one another. There is some overlap, however the Masterplan tends to focus on those actions that Council will lead, and the Place Strategy focusses on the actions that require a high degree of collaboration, usually with government.

An evidence-based Masterplan is quite different. Our approach to preparing this evidence-based Masterplan brings together:

·       Two lenses: Economics and Place

·       Two types of indicators: Lead and Lag

·       Three phases: Base Case, Masterplan projections and Implementation Monitoring

Two lenses

Traditionally, a city’s performance was primarily measured in economic terms.  Today, it is increasingly being measured in terms of liveability (how people rate the city as a place to live, work and visit, compared to other cities).  While the economic performance of a city continues to remain important, the shift to place-driven outcomes is reflective of the need to pair economic opportunity with an enviable lifestyle. 

In an increasingly competitive global market, if a city is to succeed now and in the future, it needs to be done differently. Creating people-focused places is our opportunity to shape a better future: to meet the needs of growing populations, new workforce trends, shifting economies and ever-evolving family and lifestyle routines.

The two lenses of economics and place shape the vision for Campbelltown City Centre. The place lens ensures we identify, enhance and celebrate our unique physical assets.  The economics lens ensures we use our place assets and investment for a more prosperous future.

Two types of indicators 

The Masterplan employs two types of indicators to inform our measurement.

Lag metrics are used to inform the baseline conditions of the City Centre and to monitor implementation. 

Lead metrics are used to measure the Masterplan to inform decision making. 

Three Phases

The Masterplan is informed by an evidence base across three phases of work.

A.   Base case evidence

This identified the existing challenges and opportunities for the City Centre at in terms of both strategic and local context.

B.    Masterplan evidence

The Masterplan evidence base involved the identification of metrics to measure the current situation (base case) and then understand the potential benefits of the Masterplan once realised.  Versions of the Masterplan were then tested against the lenses of economics and place.  This testing involved both the development of place-based concepts and capacity testing of growth and demand.  This included testing of indicative built form outcomes for the City Centre based on existing planning controls, place characteristics, economic growth and the potential changes to planning controls to realise the commitments.

C.    Implementation and Monitoring evidence

The Delivery Framework was informed by key themes that emerged from industry, stakeholder, community and government agency engagement. Assessment of the actions within the city making moves against the commitments in the Pillars identified the level of impact and ease of delivery for each action. These were also considered in terms of existing momentum, focused investment and dependencies.  Implementation of the Masterplan also includes a monitoring dashboard to measure progress and performance against the Masterplan projections and allow for adjustments and refinements to be made.

This method ensures Council is kept accountable for delivery of the vision.