Woodward Place Master Plan

Investment and innovation to boost jobs, creativity, tourism, and nightlife

The Place Strategy creates the conditions to build on Pyrmont’s existing success as a hub for the city’s media, entertainment, creative, educational and start-up jobs. Pyrmont Peninsula’s success as a mixed-use area underlines the importance of getting the mix right for the area’s wider strategic intent as part of the Innovation Corridor.

Place Strategy response:

• The Structure Plan builds on existing centres of creativity and activity, while identifying sites for delivery of significant new floorspace – with diversity and flexibility being critical to future jobs growth.
• Delivery of major floorspace capacity on larger sites around the harbour and park edge, within the Blackwattle Bay, Tumbalong Park, Darling Island and Ultimo sub-precincts.
• New public spaces, pedestrian connections and community facilities, upgrades of existing streetscapes and historic buildings to support innovation and entrepreneurial economies.
• Investment in existing clusters of local enterprise and innovation (such as along Wattle and Harris Streets) to retain a mix of affordable, flexible and collaborative workplaces.
• Enhanced and activated connectors between ridge and edges, providing for supporting retail and services.
• Continued growth and diversification of uses around the Ultimo creative precinct, to deliver spaces for education, employment, research and innovation.

New or upgraded buildings that fit with the Peninsula’s evolving character,

Pyrmont Peninsula’s major commercial, entertainment, residential and retail buildings sit comfortably with terrace housing, smaller shops and heritage areas. They benefit from the area’s proximity to the CBD but also the character and charm of surrounding buildings and public domain. Any changes in building forms and public domain must be sympathetic to, or enhance, that character. Quality design will be key to this happening.

Place Strategy response:

• Identifies seven sub-precincts across the Peninsula based on existing (as well as potential) uses and character.
• Significant growth opportunity is identified for the Ultimo, Blackwattle Bay, Tumbalong Park and Darling Island sub-precincts subject to further studies, master plans and planning processes.
• The height strategy will be refined and further guidance provided as part of sub-precinct master planning.

New, lively and attractive centres for everyone to enjoy.

Pyrmont Peninsula’s centres, businesses, institutions and public places attract people not only from across the Pyrmont Peninsula but around the world. Better public transport and community facilities could bring greater energy to more areas across the Peninsula, beyond the hubs around UTS, TAFE NSW Ultimo Campus, ABC and the ICC in the Peninsula’s south, and Pyrmont village and the harbourfront in the north.

Place Strategy response: 

• The Structure Plan builds on existing centres of activity within the peninsula and identifies the opportunity for new centres along movement corridors and within renewal areas.
• Harris Street rejuvenation through a new street-based transport route that creates new hubs of activity at each stop, improving the safety and enjoyment of this important historic street.
• Existing centres at northern end of Harris Street (such as John Street and Union Street Squares) are reinforced and enhanced through shopfront, streetscape and public space programs.
• New centres of activity created at southern end of Harris Street with development of major sites delivering new connections and open spaces, activation of street frontages and the transformation of Harris Street into a high amenity pedestrian environment.
• Renewal sites (within the Blackwattle Bay, Darling Island and Tumbalong Park sub-precincts) deliver new public spaces, shops and services to create smaller nodes of activity.

Clearer rules delivering greater certainty and investment.

Over time, a complex layering of planning authorities and frameworks has come to apply to the Pyrmont Peninsula. Although an important reason for this has been the need for major development to be considered at a statesignificant scale, it has created confusion and uncertainty for residents and businesses.

The Place Strategy establishes a way forward while acknowledging existing planning processes. The Place Strategy will be given immediate statutory effect through a Ministerial Direction that requires all planning proposals to be consistent with the Place Strategy, including the Vision, the 10 Directions, the Big Moves, the sub-precinct place priorities and supported by infrastructure. The Place Strategy will guide changes to land use and development controls through planning proposals that can be advanced until sub-precinct master plans are finalised and integrated into the statutory planning system.

Place Strategy response:

• The Structure Plan provides the opportunity for a rationalisation of planning strategies and controls for the peninsula. By identifying preferred commercial and community outcome, the refined planning framework can focus on how these outcomes can be delivered, across different parts of government, with industry and the community.
• Detailed sub-precinct master plans will be prepared outlining the spatial components of the Place Strategy. The implementation of the master plans will require changes to land use zones, building height and density, and the introduction of provisions to ensure community infrastructure is delivered, through an amendment to the relevant planning instrument.
• An action for the NSW Government and the City of Sydney to investigate the rationalisation of Sydney Regional Environmental Plan No 26 – City West and Darling Harbour Development Plan No.1 with the City of Sydney to lead the incorporation into the Sydney Local Environmental Plan 2012.

Better spaces, streets and parks; a rich canopy of trees; and access to the foreshore.

In cities around the world, public spaces serve as iconic, attractive, lively urban spaces that help make their economies globally attractive. Places like Washington Square Park at the heart of Greenwich Village in New York City or the Copenhagen waterfront contribute immeasurably to the global appeal of places but also their attractiveness as a place to live, work, invest or visit.

Place Strategy response:

• The Structure Plan recognises the need for a diversity of accessible, comfortable. and engaging public spaces.
• A contiguous world class harbour foreshore walk and harbour-edge parkland that provides for regional recreational and cultural uses, as well as spaces for the local community.
• Investigate long term open space and recreation improvements at Wentworth Park to increase capacity and community access (the lease at Wentworth Park for greyhound racing expires in 2027, and the current leaseholder has advised Government it is interested in relocating the facility in the future.
• New public spaces delivered as large sites (such as Blackwattle Bay and Harbourside) redevelopment.
• Expanded network of smaller spaces and connections across the whole peninsula, through street closures, footpath widening, new connections within developments, etc (including temporary, trial and time-based street closures)
• New publicly accessible spaces created in southern creative precinct, including TAFE, ABC and Powerhouse sites.
• Investment in community programs to co-create, program and care for these spaces

Celebrating Pyrmont Peninsula’s culture, heritage and connections to Country.

Pyrmont Peninsula’s arts, culture, creativity and heritage brings the area to life. Destinations like the Powerhouse Museum, the Maritime Museum and the Lyric Theatre attract global performances and exhibitions to Sydney. These venues connect around Sydney Harbour to the new Walsh Bay cultural precinct, the Museum of Contemporary Art and the Opera House. People enjoy the area’s libraries and museums, its history, its architecture and the area’s constant evolution.

Place Strategy response:

• The Structure Plan sets a framework for celebrating the creative, cultural, and historic character of this place, connecting people to its watery setting, to its history of industry and innovation.
• A world class harbour foreshore walk as a continuous water-edge experience, one that connects people to an understanding of place, and of care for country.
• An interpretative connection between Pyrmont and Glebe Island Bridges, two significant heritage items that celebrate stories of industry and enterprise.
• A “market to museum” link between two water-based tourism destinations, along Bridge Road, including improved pedestrian space, new crossings and signage.
•  Harris Street enhanced as the historic urban spine of the peninsula, with heritage building enhancement, streetscape improvements and interpretative elements.
• An integrated plan for the Ultimo creative precinct, including improved presence of and access to heritage buildings, enhanced opens spaces and new pedestrian connections.

Safer, greener streets integrated with new public transport.

The nature of the peninsula, at times, makes it difficult to traverse and has been shaped by its isolation. The escarpment created by former industrial activity, the Western Distributor, and large impermeable buildings frustrate people’s ability to move around. Despite this, Pyrmont shows much higher rates of cycling and walking, and lower rates of car use, compared to Greater Sydney as a whole.

Place Strategy response:

• The Structure Plan prioritises making this Sydney’s most connected neighbourhood, with a network of easy walking and cycling routes, and new public transport to unlock the potential of the peninsula.
• A world class harbour foreshore walk as a continuous walking and cycling route that links the peninsula to the broader Harbour City.
• Active transport corridors running along Jones and Pyrmont Streets, forming a “mid level” loop around the peninsula.
• Strengthened east-west connections on Union Street, Bridge Road, Quarry and Maryann Streets, with wider footpaths and cycle lanes.
• New and enhanced “ridge to harbour” walking links, especially through redevelopment sites and with provision of new crossings, ramps and lifts at existing barriers to movement.
• Investigation of a new street-based public transport link (e.g. bus or light rail) along Harris Street, providing connectivity along the Innovation Corridor (from the Bays to Central/ Redfern).
• Safe and legible interchange between bus, light rail and ferry, as well as a Metro station.

An adaptive, sustainable, and resilient built environment.

Today’s Pyrmont Peninsula will be very different to the Peninsula of the future. Just as the 19th century wool stores were adapted as offices or homes, the buildings developed as the Place Strategy is implemented must be adaptable as technology and society changes. New buildings like UTS Central and Workplace6 at Darling Island have achieved 6 Star Green Star Building ratings that achieve world-leading excellence in sustainability in construction and operation. This direction applies not only to buildings but also to the infrastructure serving the Peninsula.

Place Strategy response:

• The Structure Plan envisages a place of ecological and social wellbeing, which in turn supports economic growth and resilience. In addition to many small interventions, ambitious “demonstration projects” are proposed on key sites.
• Active transport corridors providing rapid local access to key employment, housing and recreation areas.
• A world class harbour foreshore walk and harbour edge parkland to support social and ecological resilience (including flood and sea level rise mitigation).
• Comprehensive street and park tree planting program to achieve 25% canopy cover, reduce ‘heat island effect’ and create a network of walkable, comfortable public spaces.
• Investigation of ‘multi-utility hubs’ to be created on larger development sites, linked to road and light rail, and providing potential for a range of social and ecological outcomes, including precinct parking, energy and water systems, cultural and community spaces.
• New buildings designed to high environmental standards, net-zero water, and energy targets, and providing for flexibility and future adaptation.

A diversity of housing types, tenure, and price points.

Pyrmont Peninsula is home to social housing, affordable housing and housing people can privately rent or buy, at a variety of housing types, tenures and price points.

This diversity is important and is a focus of the Place Strategy and each sub-precinct. This focus means long-term residents can stay in places they know, and a greater mix of people with different skills, backgrounds or needs can be part of a socially diverse Pyrmont Peninsula. This is a defining characteristic of Pyrmont, which housed workers in industrial and early social housing, such as Ways Terrace.

Place Strategy response:

• The Structure Plan proposes that housing growth is focused primarily in existing residential areas, across the ridgeline village and along the western side of the peninsula. This is focused within the Pyrmont Village, Pirrama, Blackwattle Bay, Wentworth Park and Ultimo (northern) sub-precincts.
• There will be opportunity for residential development in other locations, but this needs to be assessed against the strategic objective of delivering greater commercial floorspace for the peninsula.
• New housing provision must deliver- diversity to suit different household sizes, configurations and needs, affordability to ensure a mix of people can live on the peninsula (including social, affordable, rental and market housing), sustainability for reduced environmental impact and for better health and social outcomes; and adaptability to suit changing needs over time.

A cohesive, agreed approach to bring the best outcomes for Pyrmont Peninsula.

Pyrmont Peninsula will be a part of the Innovation Corridor, a place interweaving entrepreneurship, creativity, start-ups, new jobs and great places. Successful innovation districts are governed collaboratively, with local, state, not-for-profit, community and private sector agreement on priorities, funding and programs.

Securing an enduring model of collaboration is critical to lift Pyrmont to the next level. A number of models are being considered, including an industry-led Business Improvement District, as proposed by the Western Harbour Alliance and the Committee for Sydney.

Place Strategy response:

• An enduring collaboration framework is required around which delivery partners across community, Government and the private sector can collaborate and work towards the shared vision and directions set out in this strategy.
• This is recognised as a critical component to the successful delivery of innovation precincts around the world and to manage the growth and transformation anticipated under this strategy over the next twenty years.
• New development considers gender inclusive design and opportunities to increase participation by women and children in the design process and the built form outcomes.