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Wollongong Futures Abridge

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  1. 1. @HffiTI f{ _.,
  2. 2. fhat sort f City do ou want Tollongong Futures is an exciting project involving , the whole community. Together, we can create a vision for our city and plan a future that generations to come can enjoy and share. 7ollongong Futures is a chance to get involve d and help ensure we all work towards reaching that vision.BrieF ttistory A communily survey identified the need to establish a rision for the Cin- of .J(ro11ongong. At the same time, there was a clear need to review the ciq-s staruton- planning rooi. the Local Envir5nmlnt plan (LEp). That orovided a-n exciting oppor-tuniry to begin a planning process to draw-together all elements of the ciry and its future. Wollongong Futures, as it is now knos.n. rrill produce a vision and goals for the city, and ensure that all subsequent plans support that vision.
  3. 3. hlY Ao le q Vieioning t"pzf? ^dN(ollongong faces many challenges. Like many cities around the world, we are in a transitiol.p€fiodfrom traditional industries to a more diverse economy.This impacts directly on local areas through issues including: . 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 and 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 development efforts.*hlqt is wohngo^g Friura? Wollongong 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 strategic plan 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 communiry thinks about the future it wants, develops a shared vision, 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 ciryl 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. t I il ._il .t *Ama, Steuen C. (Ed), A Guide to Cornrnunib) Wianing (American Plttnning Association, Wctsbington DC, 1998): i:rl.:l P3-5 ).:.-i
  4. 4. arete rrnderlyiq prinai ple* The,underlying principles of Wollongong Futures are sustainability and inclusiveness.Susainability A sustainable communify can face the future with confidence because it has a secure and renewable supply of resources, a strong social fabric and a healthy environment, which combine to support all varieties of life for the long term, both locally and globally. Tollongong Futures will endeavour to promote the economic, social, cultural and environmental t wellbeing of current and future generations.Inclusiveness Participation, communication and coordination are vital aspects of strategic planning. Tollongong Ciqr Council accepts the communirys crucial role in the development of il/ollongong Futures. As part of that process, Council is committed to moving away from a semi-bureaucratii leadership style to a system of involved communiqr governance. It is important to get genuine community representation and involvement during the process. Care should be taken in compiling representative groups to involve everybody, including the traditionally silent voices.Consislanc Wit o-ta i^itiqtiv4 Tollongong Futures is consistent with both the Plan First initiatives of the NSW Government and Local Agenda 27.Plan First The Plan First State Government initiative, to modemise the plan-making system in NS!(, endeavours t^o promote sustainable.economic development. Plan Firsts aim is to enable cioser working relationships, for effective coordination of actions, to reach a preferred future. Like the Plan First initiative, N7ollongong Futures is a global and holistic sffategic approach that will flow through to different levels of planning to achieve sustainabilityLocal Agenda2l Agenda 21 refers to the agreement between 160 countries participating at the United Nations Conference on Environment and Development (UNCED) in Rio in t992. fhe inient of this conference was to get the wodd leaders to comrnit and work towards global sustainability. Chapter 28 of Agenda 21 describes the role of local authorities and is referred to as Local Agenda 2i. As with LocalAgenda 21,Wollongong Futures also: . Takes a long term perspective, . Aims at sustainability and inclusiveness, . Is implementation oriented.
  5. 5. ttoW Ao Ve aan3e te Friure? 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 effofis to reach the goal. The elements used to ensure implementation and support of the plans in the Wollongong Futures process include: . The positioning of the Tollongong Futures Vision as the, or part of the, Tollongong Strategic Plan that drives the corporate plan; . An action plan as pat of the visioning process; . Internal and external coordination and pafinerships within council, with stakeholders and the community; . The development of a decision suppofi system that addresses the vision; . The development of a monitoring and evaluation system to measure how the cily is developing in relation to the specific goals under the vision or strategic plan; . Review of the strategic plan in the future. FiSore l. Feaein3 il,e PreFerreA €olore DaFinirrg lt e preFerred Folore B,4d errJ alignin3 qll eF.forts of te eomurni buSinesS qnd goVernnent ta it is arueiql in 4qpitql tor[; reqaing tLqt desired f,r.rture. Prograno uq^A oeel fransport PRg96t*f Planning € c,rrtotric Develapr,at Sa;eUl qnd 4,rlturql Planning 6nVironnevttql Managenevrt €qil,re lo identif,y l,e preFerreA Ftlore or ta align all driviq Forceg lo tis r-onnmon g"al will result in qn rrndesirqble f,ufure
  6. 6. FiSore Z. Plqee in organisational |lrtelore 6FT6R.NAL R66IANIAt A4flVMg9 etrfgRML CollgTRAlhJIS al ql e G orler vtnnevtt Agenaies, Legisfation, €cnnoN, f€Y gtqll€olde(9t dc. Ctllore, 6nUiromreni efa. tWP#ffik- Nou-oNr6oN6 clfl 4ouNr4lt ,1 ,,V/, . Dg4lglor.l MAHNI6 Co.rnail Managenent Diuigia^al gl.lteires R9?ORT1NI6 lndieators, tranitorin3, 6VqlLrqtion a€xeectdiong f,ronn Wollongong FotoresAim The broaC aim of the $(rollongong Futures Project is: . To establish a vision based on the principles of sustainability and inclusiveness to take Wollongong into the future, . To formulate an implementation plan to do it, and . To establish a monitoring and reporting process to evaluate progress.
  7. 7. Objectives The objectives following the aim of the project are: o create an overarching plan that will drive subsequent strategies and plans, . Acknowledge changing character and pro actively plan for it, . Identify a tange of key issues and subsequent strategies, Facilitate participation in all sectors (community, political and inter-agency), . Identrfy and build on community values, o Create general common ownership of plans, . Design and implement (contribute to) a decision suppolt 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 follongong,s future. Coordination, the facilitatigl .gf participation and the role thar partnerships play in this regard is an important element of the Tollongong Futures pro,ect. Partnerships refer to: Active involvement of different groups in the 7ollongong Local Government Area, . The establishment of dialogue between groups, . Consultation and consensus building with groups, . Coordination and communication. These groups refer to the: . Citizens (the community), . Elected officials (councillors), . State goverrunent agencies, . Key stakeholders. . Council staff, etc.Products It is expected that thd -Wollongong 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; Contribute to a decision suppofi system to support implementation; and o Contribute to the development indicators that will support the evaluation of xtrllongong,s development. 11
  8. 8. Woc69 The process fbllowed in the lWollongong Futures proiect is based on the Oregon Model €i3ore 9.1e NollangonS €olsres Pro.e99 WftERg AR N6 NTERS ARg N6 NloN ? GoltJG ? Prof,ile 4onnrnuni{y frends qnd! Peseqrc, Probqblet Dqtq Colleetian, ,.e^qrio9 Data Conpilation, Data Analyses, Daternine Crrenl TrenAS u AsEess I1.erce Bqsed 6annunily frendglhpqet €oeos Groo? 9e99iovt9 6ansultqtion, qnd qnd Plo,ce Bosed Dialogues Probo,ble 9cenafio. ru RoN ARg N€ 6.}I}JG? RON DA N€ @T IEW ? Monitorin3 and 6valuation, Aetion/lnnplennentqtion Plqn ldentif,laqtion and Developrent ldentify 6oals o€ lndiaqtarg, Develop 9lroP.e1ies qnJ Settin3 Pnorities 6stqblishent o€ Reparting and DeVelop qetion qnd lnpler,ent a3endo6 €eedbo,cV gysteh. Corp orate Plan, B,,dgat, Capital r,larLr Progranr, Lqnd tlse Planning, a- frantport Plq^ning, ,coroFie Developnaeni 6nvironrnentql Mana3enent Soaiql qnd 6,.rltural Planning ate. -e*-n+" ?a1e 1
  9. 9. lnpbnnartation Several overlapping implementation elements are crucial to the success of the project. Although they do not form part as a distinct phase in the process as set out under the previous heading, they 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 for the project. 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 community participation, . Promote community ownership, . Build public awareness.?4ore 4. 4.onnnurni Partieipation in Nollon3on3 Folores r-- t NRsRs ARs Ns NlaN ? til Prof,ile 4onnnuni $ suevel, RoN AR6 N€ GoI$G? WttsRg ARg tE Golt ? Monitoring qnd 6vql rqtion frends qnd Probabletze ^fio9 rtoN Do E @f fiew ? Aation/lnplennevrtqtion Plqn -*"ffi Organisation/Coordin*ion The interaction belween the Council, citizens, and all 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 to the success of the process.
  10. 10. Communiccion and Promotion Communication is very important throughor-rt 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 tWollongong Futures communication strategy is to engage and activate the community on the question: what sort of city do you want Wollongong to be? The communication strategy will ensure that: o A widespread positive awareness is created about NTollongong Futures; . Participation is encouraged in the project; . Information is disseminated; . The community is interested and involved in the exchange of ideas ecross the city; . TheWollongong Futures communication strategy will even go further than the immediate project activities and seek to promote the projects broader themes of innovation and creativity, and ceiebration of the citys cultural diversify. €i1o@ 9 Nollangong Foloreg 4oordinqtion glroelore Y NoLLoNEaNE 4l1Y 4aUNl4lL fo rati€y te strategy ?ro.egt and developr.ent Io zoordivtde deVelopnent qnd revieW of te sFeale3xl and prorJide reeon^nnendqtions / qAtliLe to Co,tneil on te developrnent of, te visian and aatian plans (Nollon3ong Folores ).for te ei. Mana3e ie proiezl, coorAinqte inFornqtion qnd qetivities. 6nsurre tqt important dlvisiono,l i99oe9 qre qAAresseA. lntegration of, lollongong €otres into ater plqnt qnd polieies. A;gist in regeqrc, q^d provigio^ af, inf,oncqtian w IE4IINII4AL NoRHN6 6FDUP 4oNr.lJr.ltTY ADVlSoRy GPoup ProviJe braqd bqse invalvennevrt in review o.F Provide slralejie Aireetion qnd ideqg to qddress in slodxl. €nsore ar3anisatianal/zi Wde i99oe9 q(e te autzoneg in eqa o,F t,e le ,tq3e5 i^ te progrart. f,etively partiaipate in te identified qrd qddressed. Provide sounding boqrd in relqtian to vigio^ and strategy Airezlion (realily vqriolrg ivput/,.JorLAop 9e99io^9 tat develap te aeeL plad. fea.niaql qdviee on co,rge oF qaon. vigion q^d aetion plan. Provide linV/Fe-eAbqcV +o ortc-e qclonplan dazloped er$tre qdrortg dalelogA teir stqVeol Aers te neigbourood 4ohriltee qre ivieSrqleA oe Sroop elcl ivrto 6aunells plqns and /or aSevtcy btrsiness Plans gpeeiFic worhng qddreEs AiFFereri isg,tes 3.oo?9 +o anJ identif,ieJ tenneg.:,..ii:.i,r,..,*s Ii:i-;i;:;l;,.]:ir;:ti:.:-::i,i:,r:, : .
  11. 11. Communication ToolsWill lnclude: . The logo a Newspaper articles . Editorial endorsements o Newsletters O Web site and Geographical . Public meetings . Special publications Information System . Special events, etc Public service announcementsProgram and Timing A detailed project program has been compiled for the Tollongong Fulures 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 . flollongong Local Plan review . Internal LEP review . Vision survey . CommuniV sutvey o Action planning workgroups . Community participation design r Place Based LocalPlat/Development Control Plan (DCP) workshops o Communication strategy . Communication PRODUCTS . Project outline PRODUCTS . . Action Plan Promotion mateial . Vision document Jul-Dec 2002 TASKS . Profiling the community Jan -Dec 2004+ TASKS o Monitoring system development . Trends and probable scenarios o . -Woilongong Local Plan review Visioning o . Place Based LocalPlan/DCP workshops Internal LEP review . . Communication Community survey . Communication PRODUCTS . Place Based Local Plan (DCP) PRODUCTS . Community profile . Community values . Technical working group and Concbsion community advisory group Wollongong Futures is a very important strategic planning process. Jan -Jun 2003 TASKS It will help decide the future paths o Visioning that the community takes to create a city where they want to live. . Action planning Wollongong . Futufes v/ill help the city Vollongong Local Plan review to take control of its own destiny. . Visioning feedback . Communication strategy update PRODUCTS . Vision strategy framework