sutherland shire council infrastructure audit · infrastructure audit –2018 4 transport...

SUTHERLAND SHIRE COUNCIL

INFRASTRUCTUREAUDITAUGUST 2018

INFRASTRUCTURE AUDIT – 2018 1

TABLE OF CONTENTS

EXECUTIVE SUMMARY................................................................................................ 2

INFRASTRUCTURE AUDIT........................................................................................... 3

TRANSPORT INFRASTRUCTURE................................................................................ 4

1.1 Rail Network............................................................................................................. 5

1.1 Road Network .......................................................................................................... 8

1.3 Buses..................................................................................................................... 11

1.4 Car Parking............................................................................................................ 14

1.5 Freight.................................................................................................................... 15

UTILITIES AND SERVICES......................................................................................... 17

2.1 Electricity ............................................................................................................... 17

2.2 Gas ........................................................................................................................ 18

2.3 Water & Sewer....................................................................................................... 19

2.4 Digital Connectivity................................................................................................. 21

2.5 Waste..................................................................................................................... 21

STORMWATER AND WATERWAY INFRASTRUCTURE............................................ 22

3.1 Stormwater and Waterway Assets ......................................................................... 22

SOCIAL INFRASTRUCTURE ...................................................................................... 23

4.1 Community Facilities.............................................................................................. 24

4.2 Emergency Services .............................................................................................. 25

4.2.1 Fire and Rescue NSW ........................................................................................ 26

4.2.2 Police .................................................................................................................. 26

4.2.3 Ambulance.......................................................................................................... 27

4.3 Justice.................................................................................................................... 28

4.4 Health services ...................................................................................................... 29

4.5 Education............................................................................................................... 32

4.6 Child Care.............................................................................................................. 35

4.7 Aged Care.............................................................................................................. 35

4.8 Sport & Recreation................................................................................................. 36


EXECUTIVE SUMMARY

NSW has the strongest economy and the largest infrastructure program in Australia. The

NSW population is forecast to increase from 7.7million people to over 12.1 million by 2056,

by which time 8 million people are forecast to live in Greater Sydney. The State

Infrastructure Strategy 2018-2036 is a 20 year plan and a 40 year vision to meet these

challenges making recommendations for infrastructure across NSW.1 The Infrastructure

Strategy is aligned with the Metropolis of Three Cities – Greater Sydney Region Plan. This

informs the South District Plan which Council is tasked with implementing through its LEP.2

The South District is forecast to receive 12% of population growth across Greater Sydney to

20363. Recent dwelling approvals (FY15/16 and FY16/17) show that the Sutherland Shire is

on track to readily achieve the five year housing supply target of 5,200 dwellings 2016-2021.

Local ABS census data (2011 and 2016) supports forecast population and dwelling growth

set by the District Plan. It reveals shifting demographics trends that parallel State forecasts,

while also revealing local trends.

Importantly, the growth projections and demographic trends show the Sutherland Shire is

part of a bigger picture of change facing Greater Sydney. The challenge set by the State

Infrastructure Strategy is to improve the integration of land use and infrastructure planning to

plan, prioritise and deliver infrastructure needs. It follows that infrastructure planning requires

a comprehensive view of local, district, regional and State challenges.

This report reviews the existing infrastructure in the Sutherland Shire, looking at the current

supply, drivers and potential challenges that may affect future infrastructure requirements.

Relevant benchmarks are collated where available; however, there are no accepted

standards for infrastructure.

The report groups different types of infrastructure by four themes; transport, utilities and

services, resilience and geographic infrastructure, and social infrastructure:

Figure: Infrastructure evaluation framework

1 Infrastructure NSW/State Infrastructure Strategy 2018-2038, Transport for NSW, 20182 A Metropolis of three cities - Greater Sydney Region Plan, Greater Sydney Commission, 2018 3 South District Plan, Greater Sydney Commission, 2018

TRANSPORT INFRASTRUCTURE

Rail, Road, Bus, Parking, Freight

UTILITIES AND SERVICES

Electricity, Gas, Waster/Sewer, Digital Connectivity, Waste

STORMWATER AND WATERWAY INFRASTRUCTURE

Flooding/Drainage/Stormwater, Waterways

SOCIAL INFRASTRUCTURE

Community Facilities, Emergency Services, Justice, Health Services, Education, Child Care, Aged Care,

Sport and Recreation

INFRASTRUCTURE


INFRASTRUCTURE AUDIT

A desktop audit examined the provision of infrastructure, its usage and capacity. A

preliminary summary based on performance thresholds are highlighted below:

Category Infrastructure Status

Transport Infrastructure

Rail

Road

Bus

Car Parking

Freight

Utilities and Services

Electricity

Gas

Water & Sewer

NBN

Waste

Stormwaterand Waterway Infrastructure

Stormwater

Waterways

Social Infrastructure

Community Facilities

Fire and Rescue NSW

Police

Ambulance

Justice

Health services

Education

Child Care

Aged Care

Sport and Recreation


TRANSPORT INFRASTRUCTURE

Planning for the growth and the delivery of transport infrastructure is the responsibility of

both Council and the NSW Government. Council is in the process of developing an

Integrated Transport Strategy. The strategy aims to achieve and maintain a balanced and

sustainable land use and transport system for Sutherland Shire's current and future

residents, workers and visitors.

Travelling to work is a critical part of life that affects individuals’ quality of life. Shorter and

more pleasant commutes give people more time for the things that matter in their life. It is

generally accepted that commute times greater than one hour each way are excessive and

30 minutes or less is the aspirational goal for an efficient city.

Of the total employed Shire residents (112,681 people), 40.7% (45,873) work in the

Sutherland Shire. 59% (66,893) residents travel outside of the area to work. The largest

destination for these workers is Sydney LGA (17.6%) followed by Georges River LGA

(6.2%). In 2016, 18,999 residents caught public transport to work, compared with 73,349

residents who drove to work in private vehicles (as driver or passenger, or using motorbike

or truck). 10,519 did not work on census day, and 5,111 worked at home. Only 2,836

residents used active transport (bicycle and walking)4.

This data is supported by Greater Sydney Commission analysis that states local residents

predominantly take private transport to work (74%), 15% use public transport and the

remainder use active transport or public and private transport means. 5% of residents

worked at home5.

Of the people who work in Sutherland Shire, 45,873 (69.1%) also live in the area, the

remaining 30.9% of workers reside outside the Shire and travel to the Shire for work.

Similarly, of workers in the Shire, 81% take private transport to work, 6% use public

transport, 4% use active transport, and 7% work at home6.

The largest changes in the method of travel to work by resident population in Sutherland

Shire between 2011 and 2016 were:

• Train (+2,759 persons)

• Car - as driver (+1,053 persons)

• Did not go to work (-1,028 persons)

• Worked at home (+744 persons)

The largest changes in the method of travel to work of the workforce within Sutherland Shire

between 2011 and 2016 were:

• Car, as driver (+3,979 local workers)

• Train (+1,001 local workers)

• Worked at home (+607 local workers)

• Car, as passenger (-249 local workers)

4 : Profile ID 2016 Census data - Note some responses not stated5 GSC District Profile6 Profile ID 2016 Census data


1.1 Rail Network

Use of the rail network servicing the Sutherland Shire (T4 line and Illawarra-Shoalhaven line)

is recorded as currently being above capacity (measured to be over 150%), particularly at

peak travel times. Travel by rail is growing and predicted to continue to grow into the future.

There are plans to address growing rail patronage in the short term with upgrades, and in

the longer term a new rail link between Parramatta and Kogarah has been identified for

investigation within 10-20 years. A mass transit system has also been identified in the

District Plan that would link Miranda to Kogarah and the network beyond. However, this is a

“visionary” project with a time horizon beyond 20 years.

Figure: Rail network demand and capacity key lines to 2026

Source: Infrastructure NSW/State Infrastructure Strategy 2018-2038, pg. 134, Transport for NSW, 2018

Customers using Sydney’s rail network have grown by 18 per cent over the last two years,

and yearly growth is more than double the average growth rate over the last decade. By

2036 more than one million extra train trips each day are expected across Sydney (113%

growth). This annual growth rate is higher than expected in 2012. According to Infrastructure

NSWs State Infrastructure Strategy 2018-2038 (February 2018), rail trips across NSW are

expected to more than double over the next 20 years.

On the T4 line, Opal data indicates that passenger numbers continue to grow. The T4 line is

most crowded in the morning and evening peak period. In 2017 trains on the T4 line arriving

at Central Station between 8am-9am were recorded with maximum loads being 154% of

capacity – up from 151% in 2016. The average load was 132% (up from 124% in 2016). A

load factor of 100 per cent means there is a seat for each passenger. At 135% passengers

experience crowding and on-time running is impacted. Between peak periods, the T4 is the


busiest line on the network with 21 per cent more customer journeys than the next busiest

line.

Figure: Forecast train customers per hour

Train Customers per hour2016 2021 2026

Illawarra Line 20,000 22,000 27,000

Source: Infrastructure NSW/State Infrastructure Strategy 2018-2038, pg. 134, Transport for NSW, 2018, p143

Railway capacity upgrades are planned for the T4 and Illawarra-Shoalhaven lines. Over the

next 10 years, digital systems technology through the ‘SmartRail’ program will enable trains

to operate with more precision. While SmartRail will benefit the entire network, the most

constrained parts of Sydney’s heavy rail system will realise the most significant benefit (e.g.,

the T4 and T8 lines).

The SmartRail program will initially focus on installing new high-tech signalling and

investigating options for further works to deliver 30% increase in peak services on the T4

and Illawarra line, with more services for South Coast customers7. The digital systems

technology will increase capacity on each line to 24 trains an hour, so customers can expect

a train every two and a half minutes during peak periods. Stages 1 and 2 of the upgrade are

to be completed by the end of 2018 and 2019 to enable delivery of the program as a priority

to address the current capacity pressures. Details around how many extra services will be

delivered will be finalised as the program progresses.

The State is responding to the challenges ahead and with massive investment in the rail

network. The two figures below highlight the recent investment decision in the rail network.

The first figure shows the future capacity constraints between Parramatta and central

Sydney, the overcrowding to Kogarah and Hurstville on the T4 line and the congestion to the

north and North West. The second figure shows the impact of the new metro lines and other

improvements, which transform the central and northern services. However, overcrowding

will remain on the T4 line. This suggests that transport investment will become an

increasingly important priority as other works are implemented. The South District Plan

shows a new future rail link between Parramatta and Kogarah which will benefit the region.

This is to be “investigated in 10-20 years”. The Plan also identifies a new future mass transit

link serving Miranda north to Kogarah. However, this is “visionary” in planning terms with a

time horizon beyond 20 years.

7 NSW More Trains, More Services, Transforming Sydney’s railway Program update June 2018


Figure: Morning peak hour train crowding in the absence of investment in 2056

Figure: Morning peak hour train crowding relief provided by the Preferred Network in 2056

Source: Western Sydney Rails Needs Scoping Study Outcomes Report, Transport for NSW, March 2018


Findings:

The South District Plan has a time horizon to 2036 and there is no planned work which will

dramatically increase the capacity of the T4 line over that period. Improved signalling will

improve capacity, but not to the extent needed to accommodate the planned growth along

the line, particularly in the Wolli Creek corridor. The Maldon-Dombarton freight route is again

highlighted for investigation under the Region Plan which could help lift carrying capacity on

the Illawarra Line through removing freight from the corridor.

These findings essentially paint a constrained picture for Shire residents dependent upon the

rail network to access jobs. Service levels are likely to deteriorate over the 20 year planning

horizon. This may bring forward the investigation and delivery of new mass transport

systems. It is also likely that there will be a focus on trying to change the behaviour of train

users to spread peak demand over a broader period.

1.2 Road Network

Across Sydney, a 30% increase (2.7 million) in daily car trips is expected by 20368. This

annual growth rate is higher than was expected in 2012 and in line with population growth.

The Sutherland Shire is a southern gateway to Greater Sydney. It is connected by major and

secondary roads, but experiences severance through natural boundaries that limit road

connections. The major road link, the M1 Princes Motorway, runs north-south, and is one of

the busiest inner-city road corridors.

The figures below highlight the extent of capacity issues across the Greater Sydney Road

network at 2036. Clearly, the wider road network will struggle to accommodate predicted

growth. The second figure highlights the 2036 capacity issues locally. While Sutherland

Shire fairs much better than many parts of Greater Sydney, it still paints a challenging

picture, with entry and exit points to the Shire at or above capacity in peak periods.

8 NSWs State Infrastructure Strategy 2018-2038 - February 2018


Figure: Road network performance across Greater Sydney in 2036 morning peak

Source: State Infrastructure Strategy, Transport for NSW, 2017

Figure: Road network performance across South Sydney including Sutherland Shire

in 2036 morning peak

Source: State Infrastructure Strategy, Transport for NSW, 2017


The M1 Princes Motorway sees an average of 42,300 passenger and freight vehicles travel

between the Illawarra and the metropolitan area per day. This makes it one of Australia’s

busiest inter-city road corridors. About 20,850 (or 15 per cent of the Illawarra region’s

workforce) commute to Sydney and its southern and western suburbs to go to work.

Traffic incidents and congestion on the M1 route can significantly affect travel times, and

these challenges are expected to worsen over time. Smart motorway technology can smooth

traffic flows and control entry and exit points, help to manage congestion and decrease the

impact of incidents, as well as equipping motorways to harness the productivity benefits of

advanced vehicle technologies. However, there are no plans at this stage to significantly

improve traffic flows on the Princes Highway/M1.

Critically the following roads in the Shire are above capacity (volume/capacity (above) 1.0)

(Source: State Infrastructure Strategy Transport for NSW 2017):

• Princes Highway Engadine to Sutherland (Waratah Park) (57,235 ADTC9)

• Tom Ugly’s Bridge (99,165 ADTC 2018)

• Woronora Bridge (Westbound)

• Alfords Point bridge Road (59,548 ADTC 2018)

Furthermore a number of roads are already at capacity (volume/capacity 0.8-1.0):

• Taren Point Road – Bridge (56,186 ADTC 2018)

• Princess Highway Heathcote and South

• Princess Highway - Sutherland (Waratah Park) to Kingsway

• New Illawarra Road (Barden Ridge/Lucas Heights)

• Woronora Bridge and Sutherland overpass (Eastbound)

The South District has a mature road network that is the target of a $300 million investment

from Pinch Points program. The F6 Extension will provide a link between the M1 Princes

Motorway and the Sydney motorway network near Sydney Airport. The project is currently in

the planning phase, with Stage 1 (providing a link between the New M5 and President

Avenue at Kogarah) identified as the initial priority.

The proposed F6 motorway extension to Loftus is a priority project aimed at alleviating

congestion through a new north-south motorway connection10. The South District Plan

identifies it for investigation in the next 10 years.

The 2018 NSW budget commits $173 million to the upgrading Heathcote Road. Only $4

million has been allocated this year for the Woronora River Bridge and approaches at

Engadine, with $7.6 million towards duplicating the road between Voyager Point and

Hammondville.

9 RMS Traffic Volume Viewer 201810 State Infrastructure Strategy Transport for NSW 2017


Figure: Sydney motorway network

Source: State Infrastructure Strategy Transport for NSW 2017

Findings:

Traffic congestion will increasingly be experienced across the Greater Sydney road network.

While the State Government has made an unprecedented investment in new motorways,

this will not be sufficient to deal with the increase in traffic movements across the network.

Ultimately, in a mature city there is no easy solution to accommodate an ever growing

volume of traffic. Congestion will increasingly become a reality. Congestion will force people

to change their behaviour to save time. Increasing congestion will also place increased

pressure on State and Federal Government to invest in rapid transport systems.

1.3 Buses

Bus trips across Sydney are expected to nearly double in the next 20 years to support

population growth. Across Sydney, an extra 300,000 bus trips each day (48% growth) are

needed to be accommodated. This annual growth rate is higher than was expected in 2012.


The 2018 State Infrastructure Strategy identifies priorities including priority bus lanes,

upgrades to interchanges, on-demand bus services. Investments in bus services are being

considered in the context of long term planning for mass transit. Bus services can play a

supporting role for mass transit and demonstrate demand ahead of investment in

infrastructure. On-road rapid transit services to connect strategic centres such as

Bankstown, Hurstville, Kogarah, Epping and Macquarie Park to Greater Parramatta are likely

to become a short to medium-term priority, ahead of any investment in rail-based mass

transit.

Reallocating road space and prioritising access for on-road rapid transit will be crucial to

achieve the necessary mass transport options affordably and to present a credible,

competitive alternative to private vehicle trips on key corridors. The B-Line to the Northern

Beaches is a successful example of this approach.

Transdev is currently trialling an on demand bus service (Transdev Link) as part of the NSW

Governments Future Transport program. Transdev Link is a ‘point-to-point’ on demand

Transport ride-share service. Four Mercedes Sprinter shuttles pick up/drop off passengers at

any address or destination within the four on demand zones in Jannali, West, Sylvania,

Caringbah and Gymea. Transdev reported in March 2018 there were about 600 trips a week

provided, with the number of booked trips increasing by about 18% a week since November

2017. Fares cost a flat fee of $2.60 for adults and $1.30 for concession card holders.

Understanding the current capacity of buses at a local level is difficult as bus patronage data

from contactless fare collections (opal card) was only fully adopted in August 2016. Monthly

bus trips in the Sutherland area from August 2016 to May 2018 show a slight overall growth.

In this time the largest growth in adult bus patronage.

Figure: Bus –Total Monthly Trips in Sydney Metro Area 10 (Sutherland Shire area)

Source: TfNSW Open Data Hub


Figure: Bus –Adult Total Monthly Trips in Sydney Metro Area 10 (Sutherland Shire

area)

Source: TfNSW Open Data Hub

Findings:

Improving bus services is a relatively cost effective way to meet demand for rapid transport

systems. The necessary investment in infrastructure is far less than rail options and services

levels can be readily adjusted to meet demand. However, prioritising bus services will be at

the expense of road capacity for private vehicles.

In essence Greater Sydney is becoming a global city. With this change in status comes a

change in local character as places move from being suburban in context to urban.

Residents of global cities do not tend to expect to commute to major centres by private

vehicle, yet nearly 4 times more residents of Sutherland Shire drive to work than catch public

transport. Over the next 20 years, congestion will force residents to change their behaviour

or bear excessive commute times. In responding to congestion, it is likely that improved bus

services will be pursued ahead of new mass transport systems being provided to Sutherland

Shire.


1.4 Car Parking

At present there is an insatiable demand for car parking across many part of Sutherland

Shire for both local workers and people shopping or obtaining services. Our local and

strategic centres generally have well serviced train stations. The draw of our beaches and

waterways, the participation rates in sport and employment hubs like the hospitals, also

result in more demand for parking than can be accommodated. The combination of demand

from shoppers, commuters and recreation users means that parking is heavily used across

virtually all centres.

The Sutherland Shire has very high rates of car ownership. Analysis of car ownership in the

2016 Census indicates 58% of households in Sutherland Shire had access to two or more

motor vehicles, compared to 46% in Greater Sydney. Overall, 30.5% of the households

owned one car; 38.6% owned two cars; and 19.7% owned three cars or more, compared

with 35.4%; 31.1% and 14.9% respectively for Greater Sydney. The largest change in

household car ownership rates in Sutherland Shire between 2011 and 2016 was an increase

in the number of households with 3 or more motor vehicles (+1,618 households).

Growing car ownership rates and a growing population will continue to put pressure on

public parking. The traditional approach to parking has been that motorists should nearly

always be able to easily find convenient and free parking at every destination. However, in

the last 15 years there has been an increased focus the more efficient use of existing

transport infrastructure as an alternative to expanding roads and parking facilities. Under this

‘demand management’ approach, parking facilities should be used more efficiently and

behavioural change should be encouraged to reduce demand for parking. Time limited and

paid parking support behavioural change. Car parking spaces cost in the order of $50,000

per space plus land costs. Not only does public parking represent a large scale of capital

outlay, it can have negative consequences for centres bring increased congestion and

creating buildings that do not contribute to the vitality of centres. The challenge for the Shire

is to find a balance between facilitating adequate parking supply to ensure the vitality of the

centres, and the practical necessity of supporting greater use of transportation infrastructure.

The parking strategy for the Shire will be coordinated with an integrated transport strategy.

The strategy will focus on five sustainable parking principles:

Focus on people access not vehicle access.

Provide efficient and effective alternatives to car access.

Parking policy and strategy must support sustainable transport.

The appropriate amount of parking for a centre will be well below the unconstrained

demand for parking.

The provision of parking requires a demand management, not a demand satisfaction

approach.

The 2018 NSW Budget allocates funding for planning for additional commuter car parking at

Engadine train station. No details have been provided.


Findings:

The availability of public parking is currently nearing capacity, yet demand stemming from

both increasing rates of car ownership and a growing population will further exacerbate

demand. Demand for free public parking cannot be met given practical and financial

constraints. Demand management solutions are the only practical long term solution to

reconciling demand and supply.

1.5 Freight

Around half of Australia’s road freight journeys take place on NSW roads. Total regional

NSW freight is forecast to grow from 208 million tons (Mt) in 2016 to 235 Mt by 2036 and

260 Mt by 2056 – a 25 per cent increase11. The freight sector is dominated by the movement

of coal destined for export markets via rail through the Hunter to the Port of Newcastle and

from the Central West to Newcastle and through the Illawarra to Port Kembla. Over the next

40 years, the Illawarra-Shoalhaven will become more closely integrated with the economy of

Greater Sydney. Reliable access between the Illawarra - Shoalhaven, the Greater Sydney

Region, the Hume Motorway and the broader National Land Transport Network is crucial to

realising these opportunities. This means addressing congestion in and around Wollongong

and the Illawarra Escarpment, as well as resolving conflicts between passenger and freight

train movements on the rail network.

Sutherland Shire is part the NSW freight network, providing a southern gateway to Sydney

through key road and rail connections. Current data shows pressure on road freight with

sections of the M1 Princes Motorway at or above capacity. Future displacement of rail freight

movement is predicted due to the increasing need for rail passenger services.12 Forecasts

suggest that by 2030, freight movements will be displaced entirely from the T4 and Illawarra

South Coast lines to make way for passenger services. The Greater Sydney Region Plan

again identifies the Maldon-Dombarton line for investigation over 10-20 years. This line

would allow freight to be taken off the Illawarra South Coast Line.

There are upgrades proposed for the M1 Princes Motorway to open up further capacity and

government studies are underway to address commuter growth. In the longer term the F6

extension may be of benefit for freight services. Road links into and out of the Illawarra are

challenged by steep grades and tight turns on the Illawarra escarpment, which create safety,

noise and access problems. Roads and Maritime Services are planning an upgrade to the

M1 Princes Motorway between Picton Road and Bulli Tops and an upgrade to the M1

Princes Motorway / Mount Ousley interchange. When completed, these projects will improve

safety, capacity and efficiency for the 44,000 vehicles that use these routes each day.

11 State Infrastructure Strategy Transport for NSW 201712

Infrastructure NSW/State Infrastructure Strategy 2018-2038, Transport for NSW, 2017


Figure: Annual road freight movement in NSW

Source: Infrastructure NSW/State Infrastructure Strategy 2018-2038, Transport for NSW, 2017

Figure: Key freight routes – local map

Source: Department of Infrastructure and Regional Development, 2015

Findings:

Sutherland Shire will continue to bear growing freight movement on both the M1 and the

Illawarra South Coast Line. This will add to congestion.

Over a 20 year period it is likely that the F6 will deliver some relief from road freight while

passenger movements will be prioritised on the Illawarra South Coast Line.


UTILITIES AND SERVICES

2.1 Electricity

Changing industry structures are leading to slower than expected growth in electricity

demand across NSW. In NSW, electricity consumed from the grid is forecast to grow by only

two per cent over the next 20 years, as traditional electricity supply is replaced by distributed

energy resources such as solar. Electricity consumption has fallen since 2009.13

The Sutherland Shire is serviced by Ausgrid’s Sutherland load area network supplied via

TransGrid’s bulk supply point at Sydney South, via two double circuit 132kV power lines.

The Sutherland load area comprises six zone substations supplied from three sub-

transmission substations and three zone substations. It consists mainly of overhead lines,

and is exposed to marine atmosphere in some places due to proximity to the ocean. It has

connections to two landfill gas generators at Lucas Heights. It supplies Sydney Trains at

Heathcote and Port Hacking, ANTSO at Lucas Heights, Caltex oil refinery, Sydney Water

Desalination Plant at Kurnell, and Sydney Water at Woronora Dam.

The Sutherland load area is operating efficiently. In 2017 there were no identified system

limitations, or substation and feeder limitations from the previous year. The Ausgrid

substation capacity and demand forecast 2017 predicts the Sutherland load area to perform

under capacity for the next 3 years14.

Figure: Sutherland load area

Source: Distribution and Transmission Annual Planning Report, Ausgrid, December 2017

13 State Infrastructure Strategy 2018 -2038, Infrastructure NSW, 2018 14 Substation Capacity and Demand Forecast, Ausgrid, 2017


Findings:

Demand and forecast data indicates the Sutherland Shire is operating efficiently, and has

the capacity to supply further demand into the future. Planning for growth centres or large

development proposals should involve engagement with Ausgrid to understand any potential

implications to capacity.

2.2 Gas

Gas supply for Greater Sydney has capacity to grow with changing demand into the future.

On average about 22% of NSW's annual gas intake is used by households and commercial.

Manufacturing commands 49.8% with 26.9% being used by gas-fired power generators.

Locally, there has been an increase in users and relatively small increase in average

household usage over the last five years.

Figure: Average Gas Consumption by LGA 2016 and 2011

Sutherland LGA 2016 2011

Number of residential customers 22,262 19,316

Average annual household consumption (GJ/Year) 20.18 19.14

Number of Business Customers 772 664

Average Annual Business Consumption (GJ/Year) 346.07 391.83

Source: Calender Year LGA Average Gas Consumption Data 2011-2016, Jemena

NSW can only source five per cent of its annual gas consumption. The other 95 per cent is

imported from Victoria, South Australia and Queensland. The Eastern Gas Pipeline (EGP) is

a 797 kilometre pipeline into Sydney from the gas fields in the Gippsland basin in Victoria.

The pipeline supplies more than half the gas consumed in NSW. In 2016 the capacity of the

pipeline was recently increased by 20%. The challenge for NSW is on finding new supplies

of gas.

In NSW all the natural gas networks are owned and operated by private organisations. For a

variety of historical, geographic and environmental reasons, the network has not been run

past every house or building and not all premises are able to be easily connected to the gas

network. NSW has six natural gas network operators. Jemena Gas Networks covers the

Illawarra, Sydney, Central Coast, Hunter, Southern Highlands, Blue Mountains, Riverina,

Central West and Orana.


Findings:

There are no apparent constraints to meeting demand for gas to service growth in

Sutherland Shire. Planning for growth centres or large development proposals should

involve engagement with Jemena to understand potential implications to capacity.

2.3 Water & Sewer15

Sydney Water achieved significant reduction in water demand during the 1990s and early

2000s – which together with major system investments of the previous decade – created

significant ‘headroom’ in water and waste water systems. Climate change and population

growth will continue to influence water allocation and investment decisions. In the next 20

years and beyond, the most important environmental change – and one with significant

implications for infrastructure – is likely to be a reduction in the availability of water.

For Greater Sydney, the challenge will be accommodating an estimated 1.7 million additional

people by 2036. In fact, Sydney Water’s strategic planning must anticipate an eventual

doubling of population to over eight million by 2056. Network capacity is limited, with key

assets under pressure, and a wholesale strategic plannning is warranted for longer-term

investment.

The rate of population growth in Sydney means significant capital expenditure is needed in

the near, medium and long term. Infrastructure NSW recommends (Strategy

Recommendation 92) that Sydney Water develops a 20-year Strategic Capita Plan for

Sydney’s water and waste water systems by early 2019 – for inclusion in its Pricing

Submission to the Independent Pricing and Regulatory Tribunal due in mid-2019.

The magnitude and rate of population growth requires Sydney Water to develop a

comprehensive strategy to resolve the following interrelated issues:

Increased stress on existing assets:

75-80 per cent of Sydney’s wastewater is treated at three landlocked major coastal

treatment plants (Bondi 126.5 ML/day, Malabar 488 ML/day, and North Head 336

ML/day) where capacity expansions are difficult to implement

About 80 per cent of treated water supply capacity is concentrated at Prospect

(however, the Shire’s supply largely comes from Warragamba Dam)

Across Sydney, if a 10% rebound in per capita demand is experienced, the raw water

sustainable yield would be exceeded within about seven years. It would take about 5

to 6 years to implement additional raw water supplies – thus planning for

augmentation should begin now.

15 Infrastructure NSW/State Infrastructure Strategy 2018 -2038, Infrastructure NSW, 2018 and Growth Servicing

Plan 2017 -2022, Sydney Water

http://www.sydneywater.com.au/web/groups/publicwebcontent/documents/document/zgrf/mdq2/~edisp/dd_04697

9.pdf

http://www.sydneywater.com.au/web/groups/publicwebcontent/documents/document/zgrf/mdq2/~edisp/dd_046979.pdf

http://www.sydneywater.com.au/web/groups/publicwebcontent/documents/document/zgrf/mdq2/~edisp/dd_046979.pdf


Wastewater discharges will mean increased pollution loads for high-value water

resources such as inland waterways, beaches and harbours.

Areas with the greatest opportunity to adopt an integrated approach to water cycle and land

use management - provided the opportunity is taken early in the development cycle:

Augmentation of the major sewer system networks in Sydney’s north and south i.e.,

the South-Western Ocean Outfall system - Malabar = 75% of Sydney’s wastewater in

2035.

Bio solids management will require substantial investment in digestion and

dewatering facilities and confirmation of sufficient capacities at land application sites.

Acceptance of food wastes for processing presents a potential business opportunity.

Local water infrastructure includes:

A small waste water treatment plant at Cronulla (53 ML/day).

The Sydney Desalination Plant at Kurnell (can supply water for 1.5million people).

This is to supply water in the event of a drought.

The Woronora System including the Woronora dam and water filtration plant supplies

water to parts of the Sutherland Shire.

Sydney Water Growth Servicing Plan 2017-2022 indicates where Sydney Water anticipates

growth and need to augment water and wastewater infrastructure, based on DPE Housing

Supply Forecast. Nothing is planned for Sutherland. The upgrade plans are based on priority

precincts and release areas.

Local analysis of potable water consumption at the Ewey Creek catchment, using 26 years

of Sydney Water consumption data, reveals a per capita daily water consumption of 309

L/person/day which is greater than the Sydney average of 293 but less than Sydney Water’s

target of 329 L/person/day. Despite an increase in the number of low, medium and high

density dwellings over the past 26 years, average consumption per property has declined up

to 2008 and remained relatively stable since 2008. Assuming no change to the per capita

daily water consumption, the predicted increase in population will lead to a 21% increase in

total water consumption within the catchment over the next 20 years.

Findings:

There are signs that the ability of Sydney Water to accommodate further growth across

greater Sydney, at the low incremental costs of the recent past, is running out16. However,

this is an issue facing all of Greater Sydney. Large scale investment will be required across

the system. The desalination plant provides a backup water supply mechanism, but at higher

costs than Sydney has been accustomed to.

16 Infrastructure NSW/State Infrastructure Strategy 2018 -2038, Infrastructure NSW, 2018


2.4 Digital Connectivity17

There is an increasing demand for high speed, reliable digital connectivity with inconsistent

access across NSW. Sydney rates above average for digital inclusion. Federal investment in

local digital connectivity is underway by the National Broadband Network (NBN) which aims

to provide fast broadband network across Australia. NBN build has commenced in much of

the Sutherland Shire (except Loftus, Lucas Heights, Sylvania and Sylvania Waters). Service

is available in parts of Sutherland, Gymea, Kirrawee, Miranda, Taren Point and Greenhills

Beach.

However, there is increasing evidence of unmet demand and dissatisfaction with service

levels. There has been a 40% increase in complaints to the Telecommunication Industry

Ombudsman (TIO) between in 2017 from 201618.

Findings:

NBN build has commenced across most of Sutherland Shire and service is available in five

areas including the strategic centres of Sutherland and Miranda. As such digital connectivity

is sufficient to accommodate growth.

2.5 Waste

Waste generation has increased significantly over the last 50 years and is strongly linked to

economic activity and growth. Sydney currently generates more than 1.5 million tonnes per

year. Waste generation is predicted to grow by 27% in 2036, from 670,000 tonnes to over

800,000 tonnes per annum for Council’s in the Southern Sydney Region19. Greater Sydney

is facing diminishing landfill capacity and lack of suitable options for the future.

In NSW, acts and regulations govern waste management; however, the State Government

no longer directly manages the waste management sector. The EPA released the NSW

Waste and Resource Recovery Strategy 2014-21 in December 2014. The strategy largely

focuses on reducing the amount of waste going to land fill, increasing recycling rates and

better managing problem waste.

Council provides residents with a three-bin collection systems – one red bin for residual

waste, one yellow bin for commingled recyclables and one green bin for organics. There are

local initiatives to assist with other waste services through Council clean up, chemical waste,

E-waste and community activities through waste wise workshops and garage trail days.

Material from red and green lid bins goes to Lucas Heights Resource Recovery Park. The

Lucas Heights Resource Recovery Park (Suez) has been upgraded and provides: a garden

organics processing facility (upgraded and enlarged) (80,000 t/yr); Advanced Resource

17 Infrastructure NSW/State Infrastructure Strategy 2018 -2038, p. 7218 Telecommunications Industry Ombudsman 2017, p. 3219 Regional Waste Avoidance and Resource Recovery Strategy 2017-2021, SSROC


Recovery Technology (ARRT) facility (Mechanical and Biological Treatment with organics

recovery) (up to 200,000 t/yr with a claimed 70% recovery); and increased landfill capacity

(8.3 million m3). Landfilling will cease in 2037.

Material from the yellow recycling bin goes to the Visy Recycling Materials Recovery Facility

in Taren Point. It is sorted mechanically and by hand into separate material streams. The

sorted baled materials are then sent to other manufacturers for recycling.

There are currently two main active putrescible waste landfills in Sydney, the landfill at the

Lucas Heights Resource Recovery Park and the landfill at the Eastern Creek Resource

Recovery Park (ECRRP), which is expected to close in mid-2018 (220,000t/yr). There is a

current proposal for a waste energy incinerator plant at Eastern Creek.

Recycling facilities include: the Veolia Banksmeadow waste transfer facility (road/rail)

(400,000 t/yr); and the Camelia Recycling Centre (Dirty MRF) (200,000 t/yr non-putrescible

solid waste). The Veolia Woodlawn Bioreactor (located 250km south of Sydney) currently

manages around 20% of Sydney’s putrescible waste and is capturing its emissions to

generate clean energy for up to 30,000 homes (144,000 t/yr). The waste is transported by

rail from Sydney to the Crisps Creek Intermodal facility and then transferred by road to the

Woodlawn facility. The Woodland facility is capable of managing consistent rates of waste

up to and beyond 2047.

Lack of low cost disposal options for waste disposal and growing community expectations for

recycling will increasingly drive investment in alternative waste management technologies.

Findings:

The cost of managing waste is rising due to increased State Government levies, increased

waste generation, and reduced landfill capacity. The community expectations in relation to

waste management are also changing. The challenge for the Sutherland Shire will be

providing sustainable, practical and cost-effective solutions to waste management into the

future. It is likely that investment in innovative waste management technologies and waste to

energy systems will become more common as cost pressures mount.

STORMWATER AND WATERWAY INFRASTRUCTURE

Stormwater and waterway infrastructure includes flooding, drainage, and stormwater assets.

The performance of these assets has a direct impact on the health of the Shire’s waterways.

3.1 Stormwater and Waterway Assets

Sutherland Shire has an extensive network of stormwater and waterway assets. These

assets are classified as built ‘grey’ infrastructure or existing ‘green’ infrastructure.

Grey infrastructure comprises traditional stormwater assets such as stormwater pits and

pipes. There is now over 600 km of stormwater pipeline and around 26,000 stormwater pits

across Sutherland Shire, of which Council owns the majority. Assets can fail without warning

and be expensive to renew. Failure of assets increases the risk of damage from flooding.


There is also a large gap between the lifecycle cost and lifecycle expenditure, suggesting

that expenditure will need to be increased or costs reduced to ensure the financial

sustainability of stormwater management and to ensure the health or our waterways are

protected.

Existing, natural green infrastructure, comprising freshwater creeks, wetlands and estuaries

is interwoven through the Shire’s urban fabric and is highly valued by the Shire community

for their ecosystem services and contribution to public amenity. In recent decades, Council

has installed new green infrastructure, such as stormwater quality improvement devices, in

order to address the environmental impact of urban development and to protect and restore

the Shire’s waterways. Over 50% of existing freshwater watercourses have been identified

as having a high to medium-high priority for rehabilitation. Current funding for rehabilitation

and ongoing maintenance is predicted to be unsustainable after 10 years.

The risk of flooding has been exacerbated by historical subdivision and development in flood

affected areas that did not fully take account of flood risk. Increases in flood risk are a result

of increases in effective impervious area which in turn can be driven by redevelopment.

Findings:

Council is continuing to develop policies that protect and enhance waterways, mitigate

flooding, and manage drainage and stormwater effects in development areas. As a result,

urban redevelopment over next 20 years will not significantly increase pollutant loads to the

waterways. However, retrofitting built green infrastructure throughout the Shire catchments is

required in order to achieve the water quality targets.

It is estimated that flood risk will not worsen significantly with urban redevelopment over the

next 20 years. Notwithstanding, stormwater-and flood-related development controls are

continuing to be applied to mitigate existing flood risk consistent with the NSW Government’s

Flood Prone Land Policy and the South District Plan priorities.

Water quality of the Shire’s coastal and estuarine beaches and baths is generally good to

very good, but water quality within contributing freshwater creeks and estuarine bays of the

Lower Georges River is typically only fair.

Whilst 99% of the stormwater ‘grey’ infrastructure is thought to be in good structural

condition, the overall stormwater network performance is poor and would not meet today’s

design standards. Redevelopment provides an opportunity to address legacy issues and

improve the functionality of the stormwater network.

SOCIAL INFRASTRUCTURE

Social infrastructure encompasses facilities, services and networks that are used for the

physical, social, cultural or intellectual development or welfare of the community20. It is not

limited to that provided by Federal, State and local governments; it includes facilities

20 Greater Macarthur and Wilton Priority Growth Area, Social Infrastructure


provided through the private sector. In several areas there may be providers that cross over

sectors, for example, childcare services.

A changing demographic profile will create need for changes in service provision, activities

and programs. This in turn generates demand for physical infrastructure to accommodate

this demand.

4.1 Community Facilities

Community facilities can be broadly defined as publicly provided buildings and spaces,

required to accommodate and support community services, programs, and activities.

Council provides significant assets for community services for service provision. Community

feedback highlights the importance of community facilities to the community and their

satisfaction with what is provided.

Council provides 8 libraries (Sutherland, Sylvania, Miranda, Caringbah, Cronulla, Engadine,

Menai, and Bundeena). Four Arts & Entertainment Buildings: Hazelhurst Arts Centre, the

Sutherland Entertainment Centre, Sutherland School of Arts and Como School of Arts.

Council also provides 36 community facilities across the Sutherland Shire. Within these

facilities are 41 community halls.

In conjunction with other providers, Council supports a number of youth services: Outreach

(Miranda & Sutherland), Engadine District Youth Services, Project youth, as well as

dedicated spaces for youth centres – Taren Point Youth Centre, Miranda Youth Centre,

Anzac Oval Youth and Recreation Centre, Menai Indoor Sports Centre, and Gunnamatta

Youth Centre.

Benchmarks:

There are currently no benchmarks adopted by State government that establish minimum

provision of social infrastructure assets and services in existing urban areas. The most

comprehensive set of benchmarks in NSW are provided in the Growth Centres Development

Code (2006) for Greenfield areas and the Draft Development Contributions Guidelines

(2009). These documents have been supplemented with local government specific

benchmarks relating to public space where available. The benchmarks provide a starting

point to assess infrastructure capacity.

Community Feedback:

Ruby Cha Cha findings (2017):

67% of respondents think that the Shire has good leisure facilities

“It’s important the Shire has strong arts and culture opportunities”: 32% strongly agree,

28% agree, 27% neutral, 10% disagree, 3% strongly disagree.


Community facility benchmarks:

Facility/ Service Benchmark Benchmark Source SSC provision*

Halls and centres

Multi-purpose community/ neighbourhood centres

Large – 1:15-20,000 people

Draft Development Contributions Guidelines (2009)

Need 11Provide 7 neighbourhood aid centres

Meeting halls Small – 1:10,000 people Large –1:20-30,000 people


Need 29 halls

Provided 41 hallsLibraries Library - Branch 1:33,000 people Growth Centres

Development Code Need 6.9 librariesProvide 8 libraries

Arts and cultural centres

Performing Arts/Cultural Centre

1:30,000 people Growth Centres Development Code

Need 7.5 centresProvide 4 centres

Note* Based on 227,073 people at the 2016 census, and 83,753 dwellings

Please note that this table should be treated as a rough guide only. Many facilities provide

multiple functions or services.

Findings:

Sutherland Shire is well-serviced by community assets with many community centres and

libraries spread across the area. Looking across the provision levels of community facilities,

the ability to provide new facilities is challenging. To meet future demand Council will require

service model approaches to better manage current facilities to support improved utilisation.

There may be opportunities for shared use of community facilities.

4.2 Emergency Services

Emergency service providers in NSW are responsible for the development of infrastructure

strategies. This includes Fire and Rescue NSW, NSW State Emergency (SES), NSW Police

Force, Ambulance Service NSW, NSW Volunteer Rescue Association, St Johns Ambulance

Australia and NSW Rural Fire Service. The main bodies responsible are at state level are:

• NSW Fire & Rescue – 5 stations (Menai, Engadine, Miranda, Cronulla, and

Bundeena)

• NSW Police Force – 4 stations (Cronulla, Engadine, Miranda, and Sutherland)

• NSW Ambulance – 4 stations (Caringbah Menai, Engadine, and Bundeena)

• NSW Rural Fire Service & NSW State Emergency Service – 27 facilities

There are no industry benchmarks for emergency services.


4.2.1 Fire and Rescue NSW

FRNSW has 5 fire stations in the Sutherland Shire. There is a direct correlation between

population and the frequency of emergency incidents. The FRNSW 201/2017 Annual Report

reveals that over the past 5 years there has been an overall decrease in emergency

incidents (fires, explosions and other emergencies). However, in 2016/17, more than 50% of

fire-related fatalities were aged 65 years and over. NSW’s ageing population is resulting in

older people increasingly opting for community ‘in home’ care over that provided in facility-

based care. The convergence of these two trends has significant implications for fire

services translating into the growth of the highest fire risk group, who will remain living in the

community with higher levels of disability than ever before.

Figure: Incidents attended per 100,000 populations

Source: FRNSW Annual Report 2016/2017

Findings:

NSW Fire and Rescue (FRNSW) reports an overall decrease in emergency incidents over

the past 5 years, however, an increase in fire-related fatalities for older residents. There are

no apparent barriers to Fire and Rescue servicing a growing population. However, with the

portion of elderly residents predicted to rise significantly over the next 20 years, emergency

planning for this segment of the population should be prioritised.

4.2.2 Police

NSW Police trends from annual reporting reveal there has been below average rates of

crime in NSW and the Sutherland Shire presents low rates of crime compared to Greater

Sydney21. The force is proposing continued investment in technology to make sure police

are better equipped to deal with any situation, and delivering contemporary training,

including the rollout of active armed offender training.

21 http://crimetool.bocsar.nsw.gov.au/bocsar/

http://crimetool.bocsar.nsw.gov.au/bocsar/


Figure: Police incidents across NSW from 2012-2017

Source: NSW Police Annual Report 2016-2017

Findings:

There is no evidence to suggest that NSW Police services cannot service population growth

in Sutherland Shire.

4.2.3 Ambulance

NSW Ambulance is tasked with providing responsive, high quality clinical care in emergency

situations, including pre-hospital care, rescue and retrieval. In 2017, there were 226

ambulance stations, with infrastructure upgrades to develop new and upgraded existing

facilities across the State. In the Sutherland Shire there are three ambulance station

facilities; Menai Station, Engadine Station and an ambulance superstation under

construction at Caringbah. This will be the centre of the local network with existing

ambulance stations and smaller, standby stations transitioning to become Paramedic

response points. Annual growth in emergency and urgent incidents (priority one and two)

was above two per cent in every year between 2012-13 and 2016-17. This is higher than the

annual population growth rate in New South Wales of 1.4 per cent for this period. The

average number of daily ambulance response times increased by 0.9 % between 2015-2016

and 2016-17. In the 2016-2017 financial year NSW Ambulance provided over 1.1 million

total responses22.

The overall number of ambulance incidents has decreased over the last five years because

most non-emergency patient transport has been removed from NSW Ambulance's workload.

Some staff were transferred from NSW Ambulance to the new non-emergency transport

22 Response Times, Total Ambulance Responses 2016-2017, Ambulance Service of NSW website (accessed 23/07/2018)

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

2012-13 2013-14 2014-15 2015-16 2016-17

Nu

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sexual assault

robbery

assault - non domesticviolence

assault - domestic violence

steal from retail store

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provider. The number of non-emergency patient transport incidents reduced by almost

160,000, or 83 per cent, between 2012–13 and 2016–17.23

The NSW Ambulance infrastructure strategy aims to improve the capacity to focus on its key

role – responding to emergencies and providing patients to timely access to the NSW health

system. The NSW Health Strategy (2012) aims to better integrate NSW Ambulance within

the broader NSW Health system largely through initiatives that improve service levels and

reduce the number of patient transports. As part of this process, NSW Ambulance placed

into its new superstations the Make Ready Model logistics support team, provided by

HealthShare NSW, to use modern inventory management and the best environmental

cleaning and infection control standards. This system will ensure vehicles are restocked

efficiently, cleaned and ready to go when needed by paramedics. This allows paramedics to

focus on care of patients.

Reported performance over recent years suggests that the strategies are effective, and

capacity to meet existing and future demand is being managed. Ambulance response times

have improved over the past five years. In 2017, 91.7% of patients were transferred from an

ambulance to the emergency department within 30 minutes, an improvement on the

previous year and surpassing the target rate of 90%24.

Findings:

Demand for ambulance services has increased steadily over the past five years in NSW;

however, reported performance indicators suggest ambulance services in the Sutherland

Shire and NSW have capacity to accommodate growing demand. Improvements focus on

service strategies and infrastructure projects including new and upgraded existing facilities,

and implementation of modern service models.

4.3 Justice

Findings:

Rise upon rise in caseloads has impacted NSW courts, challenging the capacity to maintain

access to justice and timeliness of proceedings. Court statistics for Sutherland Local Court

show a near 50% increase in new and finalised criminal matters over the past five years (see

figure below) 25. To address this issue, a review of sitting arrangements of NSW Courts

occurred in May 2016 and resulted in increased sitting days. This is reported to be

addressing the volume of cases at present.

More people are appearing in NSW criminal courts despite falling crime rates, causing

delays in the time taken to finalise criminal court cases and increase in the NSW prison

23 Managing demand for ambulance services (performance audit), New South Wales Auditor-General’s Report, December 201724 Annual Report 2016-2017 NSW Health, NSW Health website (accessed 23/07/2018)25 Local Court of New South Wales Annual Review 2016, Justice New South Wales


population account26. The Local Court of NSW Annual Review 2016 referred to a correlation

between the increase in police numbers and successful focus on serious crime that has

produced the rise in the number of matters brought before the court.

Figure: 2011-2016 Sutherland Local Court statistics27

Year New General Criminal Matters

Finalised General Criminal Matters

2016 12,248 11,8542015 10,849 10,6632014 8,582 8,5642013 Not available Not available 2012 7,785 7,9942011 6,783 5,608

Findings:

The Sutherland Local Court, the only court in the Sutherland Shire that also services districts

beyond, is facing challenges to its effectiveness through increasing caseloads. However, this

is an issue being faced by all courts across NSW.

4.4 Health services

NSW Government health services are delivered on a localised basis through Local Health

Districts. Sutherland Shire is located within the South Eastern Sydney Local Health District.

This network includes GPs, hospitals and allied health services. The South Eastern Sydney

Local Health District covers nine Local Government Areas from Sydney's Central Business

District to Sutherland. It has a culturally and linguistically diverse population of over 930,000

people. Over the next decade, the District’s population is expected to increase to about

1,022,000 people (Source: Health Stats NSW). In 2016-17 there was an increase of 4.7% in

admissions up to 177,194. There were 217,670 emergency department presentations and

7941 babies were born.

The South Eastern Sydney Local Health District hospitals operate at 97.7 % occupancy

(June 217) – one of the highest occupancy rates in the Sydney Region. There are 1,205

beds available for admission from emergency departments in the district. In addition there

are 505 other hospital beds (day only, mental health, sub and non-acute beds) and 138

other beds (‘hospital in the home’ services, residential aged care & respite beds) and 261

treatment spaces (same day therapy/dialysis, emergency departments, operating theatres,

delivery suites and transit lounges).

The South Eastern Sydney Local Health District includes the following community health

centres: Caringbah Community Health Centre, Engadine Community Health Centre, Menai

26 NSW Bureau of Crime Statistics and Research (BOSCAR) annual Criminal Courts Report – for the period 2011-201527 Local Court of New South Wales Annual Reviews between 2011 to 2016


Community Health Centre, and Southcare (Miranda). Community Health Services in the

South Eastern Sydney area are also provided by the Sutherland Hospital and Community

Health Service. Child and family health services include Caringbah, Cronulla, Engadine,

Gymea, Menai, Miranda, Sutherland and Possum Cottage (at Sutherland Hospital). Oral

health clinics are at Menai and Sutherland.

Sutherland Shire is well serviced by the Sutherland Hospital (360 beds) located in

Caringbah. Private health care centres include Kareena Private Hospital (142 beds),

President Private Hospital (45) and 30 aged care facilities.

Health benchmarks:

Facility/ Service Benchmark Benchmark Source

SSC provision*

Hospital 2 beds:1000 people Growth Centres Development Code

Need 227 bedsProvide 360 beds1/630 people (based on Sutherland hospital beds)

Community Health Centre

1:20,000 people Growth Centres Development Code

11 needed centresProvide 13 centres(6 community health provided + 7 child and family)


In the next 20 years, the demand for healthcare will grow by over 50 per cent, compared to

population growth of 28 per cent28. The highest rates of growth are expected to occur in the

next five years, mainly due to the increase in 70 to 84-year-olds who are the highest users of

health services. This will be felt locally as residents in the ‘older workers and pre-retiree’ life

stage, aged between 50 and 69, comprise the largest proportion of the population in

Sutherland Shire (25%). This group roughly corresponds to the ‘baby boomer’ generation

and will be the drivers of demand for health services as they age.

Developing and refurbishing health assets to deliver new models of care will require

sustained investment. A new 20-year Health Infrastructure Strategy is to be prepared to

support the future delivery of health services across the State, including a focus on enabling

more complex and higher volumes of services to be delivered in the community. NSW

Health will continue funding programs that aim to keep people healthy for longer. NSW

Health is also streamlining Emergency Department processes, reducing unwarranted

variation in care, reducing re-admission rates, introducing new service models to meet

emerging health issues, tightening performance standards, and continuing to focus on

quality control to deliver better patient care. Delivering the ‘Right Care, Right Place, at the

Right Time’ is also a priority. The NSW Government’s $120 million integrated care strategy

will focus on driving integration at the local level through partnerships, testing system-wide

approaches at demonstrator sites, promoting local health pathways, supporting effective

transfer of care, and aligning financial incentives and performance29.

28

Infrastructure NSW/State Infrastructure Strategy 2018 -2038, Infrastructure NSW, 201829NSW State Health Plan Towards 2021, NSW Health


The State Government has committed to funding the sustain growth of the health sector with

the most recent budget allocating a record amount of capital investment to new health

infrastructure. South Eastern Sydney Local Health District has secured capital investment of

more than $1.1 billion over the past four years. Over the last three years the St George

Emergency Department ($41 million), Sutherland Hospital Car Park ($10 Million), Bright

Building, Prince of Wales ($114 million) and Acute Services Building, St George Hospital

($277 million) have all been completed. Construction works are nearing completion at The

Sutherland Hospital, where a new Emergency Department, additional inpatient, critical care

beds and refurbishment works are being built at an estimated cost of $62.9 million. The

Randwick Campus Redevelopment has been announced at an estimated cost of $750M. It

will transform health services for the community by creating one of Australia’s leading

centres for health and wellbeing, committed to the integration of health, research, education

and teaching30.

The 2018 NSW Budget allocates $10 million towards refurbishing the birthing suite and

theatres at St George Hospital. The project is expected to cost $11.5 million and be

completed in 2020. It also allocates funding for final refurbishment works following major

redevelopments at St George Hospital and Sutherland Hospital.

The NSW State Budget also allocated funding for simulated hospital wards to be set up in a

training hub for enrolled nurses and aged care workers at St George TAFE. The state

budget has provided $2.68 million towards “campus consolidation”. The total cost of the

project is estimated to be $4.1 million.

Over the last five years there was a 28% increase in the healthcare and social assistance

employment industry in the Sutherland Shire to 12,428 jobs in 2016/201731.

Findings:

Figures suggest that health services in the Sutherland Shire are nearing capacity with high

occupancy rates in local and surrounding hospitals. The South Eastern Sydney Local Health

District (which includes the Sutherland Shire area) hospitals are reported at 97.7 %

occupancy (June 2017) – one of the highest occupancy rates in the Sydney Region. While

the Health District has secured $1.1 billion of investments over the past four years, it shares

the global challenge of reforming many aspects of the health system to cope with growing

demand. The challenges faced locally are a similar to those faced across the State; catering

to growing demand from population increase and an ageing population.

30 South Eastern Sydney Local Health District – Journey to Excellence Strategy 2018-202131

Sutherland Shire, Employment by industry (Total), National Institute of Economic and Industry Research (NIEIR) ©2016 Compiled and presented in economy.id by .id the population experts


4.5 Education

Overall, enrolments in government and non-government schools across NSW are expected

to increase by about 25 per cent over the next 20 years, with more than 80 per cent of the

growth occurring in Sydney. The Department of Education’s School Assets Strategic Plan

(SASP) provides a robust framework for delivering the additional school infrastructure

needed to support growing enrolments, but current funding will only deliver about one

quarter of the learning spaces needed. Infrastructure NSW recommends that the

Department of Education develop and implement a comprehensive School Assets Strategic

Plan and reporting framework by the end of 2018.

The 2018 NSW Budget has announced further funding for education. A "once-in-a-

generation" spike in enrolments in NSW schools will see the State government spend $4.2

billion over four years on new and upgraded schools, including an extra $11 million on

building grants to help private schools cope with ballooning student numbers.

The government will also spend $747 million over the next four years on the maintenance

backlog in the State's schools, including $411 million in the next financial year, and will

employ 1000 more teachers. In the southern area the NSW budget only proposes to fund

replacement of Penshurst Public School and upgrading of Hurstville Public, Kyeemagh

Infants and Penshurst West Public schools.

Figure: Forecast permanent primary classroom deficit at 2031


Figure: Forecast permanent secondary classroom deficit at 2031

Documentation shows that the challenges facing Education NSW are not isolated to the

Sutherland Shire. In fact Sutherland Shire fares better than most districts.

In 2017 the Sutherland Shire had 26,485.8 enrolled students in public schools (excludes

enrolments in non-government schools). The breakdown of total students enrolled in public

schools includes: 14,362 primary school, 11,284.2 secondary school, 735.6 combined

primary and high school, 104 Schools for Specific Purpose. (NSW Education Audit 2017)

In the Shire there are:

58 NSW government schools including: 43 Primary schools, 12 High schools, 1

combined High school and Primary school and 2 Special schools (Bates Drive Public

School and Minerva School))

20 NSW non-government schools including: 6 catholic high schools, 9 catholic

primary schools, 4 private - Inaburra, Montessori, Shire Christian School, Southern

Cross Baptist Church Christian School, and 1 non-government special school -

Sylvanvale School

4 NSW government tertiary institutions - Southern Sydney Institute of TAFE, St

George and Sutherland Community College, University Of Wollongong Southern

Sydney (Loftus), and TAFE NSW Sutherland College(Loftus)

Education Benchmarks:Facility/ Service

Benchmark Benchmark Source SSC provision*

Secondary school

1 school: 6,000-7,500 new dwellings

Department of Education and Communities' Planning Advisory Guidelines

Based on dwelling numbers we require 18.6 high schools

Provide 25 high schools Public high 1:4,500 dwellings Growth Centres


school Development Code (gov’t & non gov’t including combined high school and primary schools)

Primary school 1 school : 2,000-2,500 new dwellings (i.e.: for greenfield sites)

Department of Education and Communities' Planning Advisory Guidelines

Based on dwelling numbers we require 33.5 to 41.8 primary schools

Provide 59 primary schools (gov’t and non gov’t including combined high school and primary schools)


In 2016, the ‘babies and pre-schoolers’ cohort comprised 6% of the total population.

Between 2011 and 2016 this cohort declined on average by 3%. ‘Primary schoolers’ grew

overall at a rate of 5% during this same time period; however, there was sharp decline in the

size of this cohort in Woronora Heights, Menai/Lucas Heights, Illawong and Lilli Pilli between

2011 and 2016. ‘Secondary schoolers’ increased by 4% across Sutherland Shire. In

contrast, there was decline in the size of this cohort in Illawong, Menai/Lucas Heights and

Woronora Heights between 2011 and 2016. These trends are to be expected and simply

show the maturing of communities.

The greatest growth in numbers of children (aged 0-15yrs) to 2036 is likely to occur in

Engadine, Miranda, Caringbah, Cronulla - Greenhills Beach and Kirrawee (Forecast ID).

Information on the current capacity challenges in local schools is not freely available.

However, enrolments are generally rising across the Shire schools32. The table below

shows a snap shot of utilisation across the district.

Table: School utilisation rates in South District33, Sydney Metropolitan Region

Type Percentage of schools at or over capacity in 2016

Primary schools –permanent classrooms 44%Secondary school-permanent classrooms 15%

Source: General’s Report to Parliament, Planning for school infrastructure, Appendices – Department of

Education, 2016 – NSW Auditor

Over the last five years there was a 15% increase in the education and training employment

industry in the Sutherland Shire to 7,724 jobs in 2016/201734.

Findings:

On the whole, public schools in the Sutherland Shire are well equipped with land area, which

allows schools to readily cater for increasing student numbers. Forecasts of 2036 classroom

shortages show that Sutherland Shire will generally experience less severe shortages then

those experienced elsewhere in Greater Sydney.

32

NSW Department of Education33 South District includes Canterbury, Hurstville, Kogarah, Rockdale and Sutherland Shire current and former

Council areas.

34Sutherland Shire, Employment by industry (Total), National Institute of Economic and Industry Research

(NIEIR) ©2016 Compiled and presented in economy.id by .id the population experts


4.6 Child Care

Population forecasts indicate that there will be a growing demand for child care services in

the Sutherland Shire particularly in the centres. The greatest growth in numbers of children

(aged 0-4yrs) to 2036 is likely to occur in Engadine, Miranda, Caringbah, Cronulla -

Greenhills Beach, Kirrawee, Sutherland, and Caringbah South (Forecast ID). There are

currently 5,528 private Long day care places (120 centres/providers) and 507 places are

provided by Sutherland Shire Council (11 centres). Based on February 2018 update on

Development Applications for childcare centres - 2522 child care places have been

approved or are pending since 2010.

Child Care and Early Education Benchmarks:

Facility/ Service Benchmark Benchmark Source SSC provision*

Long day care centres

1:320 children aged 0-5 years


Needed approximately 42 centres Provide 120 centres

Childcare facility1 place: 5 children 0 - 4 yrs

Growth Centres Development Code October 2006

Need 2,724 placesProvide 5,528 places

Pre-school 1:4-6,000 people Draft Development Contributions Guidelines (2009)

Need 38-57 pre- schoolsProvide 20


Findings:

Sutherland Shire is well supplied with long day care, but under provided by pre-schools. This may reflect strong demand from working parents. The wide permissibility of childcare centres means that the market can readily respond to demand which is evidenced by current development trends.

4.7 Aged Care

Demographic forecasts predict an increased elderly population across NSW which will grow

the demand for aged care facilities. Aged care facilities are mainly provided through the

private sector. There are approximately 2,470 residential care beds in Sutherland Shire as of

20 May 2018.

At the 2016 Census, 25,803 people were aged 70+ in the Sutherland Shire. Residents in the

‘older workers and pre-retiree’ life stage, aged between 50 and 69, comprise the largest

proportion of the population in Sutherland Shire (25%). By 2036 people aged 70+ will

compromise 17% of Shire residents. The greatest growth in numbers of older people (aged

70+) to 2036 is likely to occur in Miranda, Cronulla - Greenhills Beach, Engadine, Sylvania -

Kangaroo Point, Caringbah South, Sutherland, Caringbah, and Kirrawee.


Aged Care Benchmarks:

Facility/ Service Benchmark Benchmark Source

SSC provision*

Aged Care Housing:High Care (Nursing home)Low Care (Hostel) places

1:10,000 (centre)40 beds:1,000 people 70yrs+ 48 places:1,000 people 70yrs+i.e. 88 beds :1000 people 70+

Growth Centres Development Code October 2006

Need 88 beds: 1000 people 70yrs+Provide 95.7 beds:1000 people 70+


Aged care facilities are mainly provided through the private sector. However, the State

Infrastructure Strategy 2018-2038 identifies NSW Government investment in multipurpose

services (MPSs) to better integrate health and aged care facilities. These include a range of

services inpatient care, emergency care, respite, palliative care, residential aged care,

emergency care, allied health, oral health, GPs and community health services may be

included.

Findings:

Sutherland Shire has an ageing population that will result in growing demand for aged care.

To date the private sector has responded to demand and is currently meeting benchmarks.

4.8 Sport & Recreation

The values and benefits of open space and recreation facilities are integral to Sutherland

Shire’s unique sense of place. Sutherland Shire has a total land area of 38,638.5 ha of open

space, of which approximately 56% is bushland (45% being National Parks and Nature

Reserves). The Shire has the longest stretch of beach in Greater Sydney, from Cronulla to

Boat Harbour, wetlands of international significance at Towra Point, and four national parks.

The Shire’s valuable legacy of open space and waterways sets it apart from much of Greater

Sydney.

Council manages around 1,780 hectares of open space which comprises 633 parks and

bushland reserves, in addition to beaches and waterways. There are 17,279 hectares of

bushland in four National Parks, a State Recreation Area and a Nature Reserve. At least

once a month 84% of residents visit parks and 69% visit bushland, creeks, waterways. In

2012 a Council survey found that 52% of respondents participated in organised sport and

61.5% were involved with a sport or recreation club.

Local delivery of sport and recreation is the responsibility of Council through its management

of land, investments in sport and recreation infrastructure, and allocation of sporting fields

and facilities to groups and clubs. The portfolio is substantial which Council providing 630

parks, 149 playgrounds, more than 100 playing fields, 14 indoor recreation facilities, 130

community buildings, 9 surf lifesaving clubs and 17 boat ramps.


Based on the 2016 population, the table below highlights Council’s current service provision

for specific sports where available:

Facility Provision Asset Type SSC provision per population

Benchmark* recommendation

Athletics track 1 : 75,770 1 : 250,000 Netball courts 1 : 2,210 1 : 3,000-4,000 Football/Rugby & League/AFL/Hockey(grass)

1 : 2,210 1 : 4,000-5,000

Cricket pitch 1 : 4,290 1 : 8,000-10,000 Tennis courts 1 : 4,210 8 : 15,000 Hockey Fields - Synthetic 1 : 72,814** 1 : 75,000 Baseball/Softball 1 : 13,370 1 : 8,000-10,000

youth 1 : 15,000-20,000 adult

* Parks and Leisure WA Community Infrastructure Guidelines.

**The provision for hockey includes the two new synthetic fields at Marang Parklands to be used for the winter

2018 season

Based on industry benchmarks, Sutherland Shire is considered to be well provided with both

sporting and recreation facilities. A historic measure of open space provision is 2.83ha per

1,000 people. Despite this measure no longer being a planning standard, its application

would suggest a requirement for 642 Ha to service the Shire’s population when Council

owns or manages over 1,780Ha of open space.

While the population of Sutherland Shire is growing at a slow rate, there are rising

participation rates in organised sport, as well as the establishment of new codes and

formats. Similarly, more people are exercising for fitness, and older people are remaining

active longer. Together these trends are placing strain on some assets. Some spaces are

already heavily used, placing challenges on asset maintenance with implications for

recurrent costs.

Greater Sydney’s growing population will create increasing numbers of tourists and visitors

to Sutherland Shire which will place greater demands on open space and sporting facilities,

and in particular beaches, waterways and foreshore parks. Many open spaces are already

heavily used and will struggle to accommodate further growth without careful management

and investment.

Increasing the supply of open space is difficult - land values are not very high and Council

cannot finance the acquisition of sufficient open space to maintain current rates of provision.

Council also faces a constrained financial future which will place limits on the level of service

it can provide. Given the sheer scale of the open space portfolio, the solution is to make

better use of existing assets. Strategies to optimise the use of assets through the better

allocation of demand and the shared use of space by different user groups can create

sufficient capacity to meet local need for the medium term.

Council must plan for open space and recreation facilities to best meet the needs of current

and future generations. Community health statistics show rising levels of obesity and

disease associated with inactivity. The challenge for Council is to encourage residents to

build activity into their daily lives. Investment in appropriate services and careful design of


assets can achieve this outcome. Facilities also need to be designed to cater for the

interests of people at all life stages and abilities.

Increases in residential density in town centres, where there is limited space and increasing

number of families, will require new open space to meet the needs of a growing community.

Residents should be able to easily walk to their “backyard” open space.

The NSW Office of Sport also identifies capacity and capability limitations in many sports

including ability to accommodate demand, management of assets, and access to places and

space. To address the challenges and increase capacity, the State Infrastructure Strategy

2018-2036 proposes a whole-of-sector, evidence based investment framework and

management plan, and identifies the opportunity for greater joint and shared use of facilities

(e.g. school sport fields or other publicly owned land).

Findings:

Sutherland Shire is well serviced with sport and recreation spaces compared to Greater

Sydney. The growing population of Greater Sydney and increasing participation rates in

Sutherland Shire mean demand for open space, recreational experiences and sporting

facilities will continue to strengthen with time. This will place strain on assets.

The Shire is above the benchmark provision for all sports assets. However, across Greater

Sydney some sports are already at capacity and others are facing significant pressure to

maintain quality of facilities due to increasing utilisation. Sutherland Shire is in the fortunate

position of having a very significant open space portfolio that is capable of meeting demand

into the medium term. However, this will require careful management of assets to optimise

use across the portfolio.


4 Eton Street, Sutherland NSW 2232

T 02 9710 0333 [email protected]

sutherlandshire.nsw.gov.au

mailto:[email protected]

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