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  1. 1. iIlF;l fd , -.,
  2. 2. t::,tl:,,:, -- Wh4t sqrt ot clty do vou want Tollongong Futures is an exciting project involving the whole community. Together. re can cteate a vision for our city and plan a future that generations to come can enjoy and share. Wollongong Futures is a chance to get involve d and help ensure we all work towards reaching that vision. ArieF ttistory A community survey identified the need to establish a vision for the City of Wollongong. At the same time, there was a clear need to review the crtys statuton- plannLng tool, the Local EnvirSnm"ent plan (LEp). That orovided an exciting oppofunily to begin a planning process to draw together all elements of the city and its future. 7ollongong Futures, as it is now known, will produce a vision and goals for the city, and ensure that all subsequent plans support that vision. ... .....t......r,"!-., :,1,,,11,,, ,, l l.FABa:!j!i:i,iiiIi:itii::iii:i;]r.iri,r:
  3. 3. hlrY Ao vte nd q Vieioning toyL+? Wollongong faces many challenges. Like many cities around the world, we are in a transition period from traditional industries to a more diverse economy. This impacts directly on local areas through issues including: r Economic issues (unemployment, closing down of traditional industries, etc); . Demographic trends (gentrification, ageing population, diversity, etc); . Changing social needs (housing, education, social services, etc); . Social problems (drug use, crime, etc); In modern cities the world over, local government finds it hard to fund arrd manage the multitude of emerging issues, and is in a continual state of crisis management. Wollongong Futures, with its community visioning process, was developed out of these circumstances to address the issues by: . Focussing on a wider range of concerns, . Seriously considering and incorporating community values, . Gearing towards the future and preparing for uncertainty and change, . Developing a shared vision to focus deveiopment efforts.*hlh,qt i9 Wohn 3o^3 Friura? J7ollongong Futures is a strategic planning initiative. Strategic planning determines where an organisation is going and how it is going to get there. In strategic planning, flexibility is very important in order to be creative and react to new developments. To develop a strate^gig plarr an organisation needs to develop a vision. A vision provides guidance and motivation for the following strategic planning process. Visioning is a process in which a community thinks about the future it wants, develops a shared yision, and plans how to achieve it. The visioning process: . Provides a clearer understanding of community values and incorporates it into planning; . Identifies issues and trends that influence development in communities; Conveys a comprehensive future-orientated view to guide short and long-term decision making in the ciryr and Develops action plans and implementation tools to achieve a prefer:red future in the city. If the visioning process does not lead to a vision - and an action plan to reach the vision - then there is little point in undertaking it. *Ames, Staen C. (Ed), A Ca.tide to Communitjt ,4sianing (American Planning Association, Wasbington DC, 1998): p 3 - 5
  4. 4. ttoW Ao de akange te Fr/rvre? The role of the vision is to define.a preferred future for the city and to align the Council, communiry and other relevant agencies or stakeholders efforts to reach the goal. The elements used to ensure implementation and support of the plans in theWollongong Futures process include: . The positioning of the flollongong Futures Vision as the, ot part of the, Tollongong Strategic Plan that drives the corporate plan; An action plan as pal1 of the visioning process; Internal and external coordination and partnerships within council, with stakeholders and the community; The development of a decision support system that addresses the vision; The development of a monitoring and evaluation system to measure how the city is developing in relation to the specific goals under the vision or strategic plan; Review of the strategic plan in the future. Fi3ore l. Reaaing *,e PreFerreA Fotore Dafiniq *e preFerreA Frtlore B{rdg€t enJ alqning qll eFFods a.F te v aomturni buSineSg qnd gor.lernnent to it is arueiql in 4qpitql WorL6 reaaing tqt desired frrture. Pro3rcruo,nJ uselfransport PRgSgr..f Planning €.o^oJic Developheni $adal q d 4.ulturql Plannin3 6nvironnentql Mana3erent Fqilure ta idevrtif,y ,e preFerreA Fttore or to align all driviq Forces lo tig eonnn^on 3oal will rrs,.,lt in in r.rndesirolle .Future
  5. 5. Objectives The objectives following the aim of the project are: . Create an overarching plan that will drive subsequent strategies ^-.{ -r^-- -- and plans, . Acknowledge changing character and pro actively plan for it, . Identrfy a tange of key issues and subsequent strategies, . Facilitate participation in all sectors (community, political and inter-agency), . Identify and build on community values, . Create general cofiunon ownership of plans, . Design and implement (contribute to) a decision support system, . Develop indicators to measure progress, . Develop a reporting system that will flow back into the strategic plan.Partnerships Partnerships are vital to achieve the vision for Wollongongs future. Coordination, the facilitation of participation and the role that partnerships play rn this regard is an important element of the flollongong Futures profect. Partnerships refer to: o Active involvement of different groups in the NTollongong Local Government Area, . The establishment of dialogue beNveen groups, . Consultation and consensus building with groups, . Coordination and communication. These groups refer to the: . Citizens (the community), o Elected officials (councillors), . State goverruTrent agencies, . Key stakeholders, . Council staff, etc.Products It is expected that thd lWollongong Futures project will provide the following primary product: A vision statement and action plan that will: . Drive the corporate plan; . Contribute to other strategic planning initiatives like the LEP, social plan, budget, etc; o Contribute to a decision support system to support implementation; and . Contribute to the development indicators that will support the evaluation of flollongongs development.
  6. 6. *utii,Wr The process followed in the Tollongong Futures proiect is based on the Oregon Model.F4ore 9.1te Nollongang €vlureE Pro.el9 NtteRg Do Ng NANrr rbB€ ? WRR6 ARg Wg GoltJG ? frendg qnd Prabqble 5te^a(ioE Dstertrine Cprreri TrertAs g b,sgess *eleBaseA frendi lnpaet Fozos Groo? 5es9iovt9 qnd Plqce BoseA Diqloguag 4onnonity g,JrVeY9. Prabqble 9zertqrio. ttoN ARg N€ G}IIJG,. ttoN Do l€ Ce€{ fieW ? Mahiton^3 and 6valuation, Aetion/lnplennentqtion plan ldentif,ieqtion and Developrrent ldentitry 6oals - o.F lndieators, Develop gt:rate3ieS qnd Salting Priaritieg 6stqllishent of Reporting anJ Develop q4tian qnJ lnplenent aSenAos FeeAbqcV gysten. &pital (orporale Plan, Bufuat, WorV+ Prograu, Lqnd Use Plannin3, u frangport Planniq, € cartotle Developnent, 6nvironrnentql Managenent Soeiql qnd 4ultrrral Planntn3 ata.
  7. 7. lnpbnnartation S.everal implementation elements are crucial to the success of the project. Although they ^overlapping do not form part as a_distinct phase in the process as set out under the previous heading, thef will": form part of it throughout the process.Community Participation The aim of this element is involve the community and build community and political support fcrr the proiect. The community participation element of Wollongong Futures aims to involve the community in all phases of the process. The objectives of this initiative will be to: . Facilitate real communiry participation, . Promote community ownership, . Build pubiic awareness.€4ore 4.4onnruni Partieipation in Nollon3ong €iures NItgRg ARg N6 NIAN ? Profile Cannnuntty itoN ARg W€ GoltlG? NttERg ARg W CoiJG? Monitoring qnd 6vqluqtian Irends qnd Probqble gcertarios IION DO N€ G€f IEW ? Aetion/hnplenneyrtqtian Plqn ,ffi Organisation/Coordination The interaction belween the Council, citizens, and al1 other key stakeholders will need to be organised and coordinated. As it is not possible to run the visioning process with all individuals in the city, various advisory and working groups will be essential t5 ihe success of the process.
  8. 8. Communiction and Promotion Communication is very impofiant throughout the visioning process. A specific communication strategy will be put in place to ensure the community is educated, informed and invited to become involved. The main aim of the 7ollongong Futures communication strategy is to engage and activate the community on the question: what sort of city do you wantWollongong to bei The communication strategy will ensure that: . A widespread positive awareness is created about SToliongong Futures; . Participation is encouraged in the project; . Information is disseminated; . The community is interested and involved in the exchange of ideas across the cityr . The Wollongong Futures communication strategy will even go further than the immediate project activities and seek to promote the projects broader themes of innovation and creativily, and celebration of the citys cultural diversity. ASore 9 Nollongong €olores 4oordinqtion 5lrteltre v NoLLor.GohE CYq @JW fo ratify te strategy ?ro.e9, anJ developnent (o .oordirtqle delelopnerrt qnd review of, te stratejy qnd provide rezannnendqtians I qAttice lo Cortnz;il on te developnnent o€ te vi5io^ and aetion plans (Nollongong F,*ores ),%r te eily. Mana3e le proiezl, coorAinfie in.Forhqtion qnJ qetivities. 6nsure tqt irnportarrt divisiona,l igroet q(e qAAresseA. lntegration of, Nollan3ong F,:ltces into oter plans and policies. AssBt ln regeqrc,, q^d provitioh o,F inForhqtion qnd relevqnt aonru^ity Fqailitqtion. a- {g4.ttNllC.AL NoRFh16 GRorJP 4or^tlrJNtfl ADVlSoRy 6Roup Provide broqA bxe invalvennent i^ review of Provide lrrolejic direztion qnd ideqs to qddress in slrtd1. €vsore organisational/ai Wide i99oe9 q(e ie outeoneg in eqa of te le 9tq3e9 i^ te pragrar,. Aetively partiaipate in te iderrtif,ied qnA qAAressed. Pravide sounding boqrd in variotrs input/worLsop 9es9io^s tat develop te relqtion to viSio^ and stratqy Airection (rality eecV plan). { advze Zn .ours" o.F qatian. vigion q^d oetion plan. Provide lirtV/Feedbo,cV to teir staV€kal ders 6e neigbouroad eannnittee brce qelron plan de.eloped er$tre qdtortg dalelopeA o,re ifreSrorteA into 4ounatl! plqns o,nd /or a3ena1 or Sroop dc). btrsiness Plqns;i :.,,..,,,, *f 9,a.:!:,i:,al!:i:,:,:!:,,....i.. .,, .
  9. 9. Communication ToolsWill Include: . logo The . Newspaper articles . Editorial endorsements o Newsletters . !fleb site and Geographical . Public meetings . Special publications Information System . Special events, etc Public service announcementsProgram and Timing A detailed project.programhas been compiled for the Tollongong Futures process up to the completion of the visioning element of the process. The rest of the project has been preliminarily scheduled. The following table sets out the main tasks and general timing of the project. Jan -Jun 2002 TASKS Jul -Dec 2003 TASKS . Profiling the community . Action planning . Trends and probable scenarios . 7ollongong Local Plan review . Internal LEP review . Vision survey . Community survey o Action planning workgroups I . Community participation design . Place Based Local Plan/Development . Control Plan (DCP) workshops Communicationstrategy . Communication PRODUCTS . Project outline PRODUCTS o Promotion material r Action Plan e Vision document Jul -Dec 2002 TASKS . Profiling the community Jan -Dec 2004+ TASKS . . Monitoring system development Trends and probable scenarios o . 7ollongong Local Plan review Visioning o . Place Based Local Plan/DCP workshops Internal LEP review . . Communication Community survey . Communication PRODUCTS . Place Based Local Plan (DCP) PRODUCTS o Communiry profile . Community values . Technical working group and Covtcbsion communify advisory group Wollongong Futures is a very important strategic planning process. Jan -Jun 2003 TASKS It will help decide the future paths . Visioning that the cofirmunity takes to create a city where they want to live. o Action planning . Wollongong Futures will help the city Tollongong Local Plan review to take control of its own destiny. . Visioning feedback r Communication strategy update PRODUCTS . Vision strategy framework
  10. 10. /WorroNcoNc City of Innouation