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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 W'ollongong. At the same
time, there was a clear need to review the crty's 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.
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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. 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 the'Wollongong 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 frr'ture.
Pro3rcr'
uo,nJ usel
fransport 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. 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 Wollongong's 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 flollongong's development.

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€ ?
WR'R6 ARg Wg
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frendg qnd
Prabqble
5te^a(ioE
Dstertrine
Cprreri TrertAs
g
b,sgess *'e'leBaseA
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 Developr'rent 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. 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 Cannnunt'ty
itoN ARg W€ GoltlG? NttERg ARg W CoiJG?
Monitoring qnd 6vqluqtian Irends qnd Probqble gcertarios
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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. 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 want'Wollongong 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 project's broader themes of innovation and creativily, and celebration
of the city's cultural diversity.
ASore 9 Nollongong €olores 4oordinqtion 5lr'tel'tre
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 l'e proiezl, coorAinfie in.Forhqtion qnJ qetivities. 6nsure tqt irnportarrt divisiona,l igroet q(e qAAresseA.
lntegration of, Nollan3ong F,:l'tces into oter plans and policies. AssBt ln regeqrc,, q^d provitioh o,F inForhqtion
qnd relevqnt aonru^i'ty Fqailitqtion.
a-
{g4.ttNllC.AL NoRFh'16 GRorJP
4or'^tlrJNtfl ADVlSoRy 6Roup
Provide broqA bxe invalvennent i^ review of
Provide lrrolejic direztion qnd ideqs to qddress in
slrtd'1. €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
e'ecV plan). {rrni.al 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).
bt'rsiness Plqns'
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9. Communication Tools'Will Include:
. logo
The . Newspaper articles . Editorial endorsements
o Newsletters . !fleb site and Geographical . Public meetings
. Special publications Information System . Special events, etc
Public service announcements
Program 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
W'ollongong 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. /
WorroNcoNc
City of Innouation