The Wollongong Futures project aims to create a shared vision and strategic plan to guide the future development of Wollongong through a participatory community process. The project will develop a vision statement, action plan, and monitoring system to measure progress towards sustainability and inclusiveness goals. Key elements of the process include community consultation, trend analysis, action planning, and partnerships across government, businesses and community organizations.
Wollongong Futures is a strategic planning initiative for the city of Wollongong, Australia involving community participation. The project aims to create a shared vision and action plan to guide the city's future development. Key elements of the process include identifying trends, surveying community values, developing a vision and goals, and creating implementation strategies through action planning and incorporation into other city plans. The multi-year process involves community and stakeholder input through various engagement activities. The end products will be an action plan and documents to guide Wollongong's development according to community priorities.
A letter from Ron Hales, Assistant Manager of Environment at Wollongong City Council, is forwarding a copy of a letter sent to Professor G Sutton at the University of Wollongong. The letter being forwarded was regarding ecological sustainability within the city of Wollongong and resulted from a recommendation by Council's ESD Liaison Committee. The purpose of the forwarding letter was to provide the recipient with information about the letter sent to Professor Sutton on the topic of ecological sustainability in Wollongong.
The letter is in response to a request for information about a Cooperative Research Centre. [It states that] Council had previously sent correspondence about the matter on July 11, 2001 to the recipient. [The letter] attaches a copy of the previous correspondence that was forwarded regarding the Cooperative Research Centre.
The document discusses the benefits of exercise for mental health. It states that regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness.
Wollongong Futures is a strategic planning initiative involving the community of Wollongong, Australia to create a shared vision and plan for the city's future. It aims to address challenges like economic and demographic changes through a collaborative process of developing goals and actions. The underlying principles are sustainability and inclusiveness. The vision will guide Council and community efforts and be implemented through coordinated plans, partnerships, and monitoring progress toward the goals. The project is consistent with higher-level government initiatives for sustainable development planning.
The document is a letter from Wollongong City Council responding to a request for information about a Cooperative Research Centre (CRC) for ecological sustainability. It attaches previous correspondence from July 2001 regarding establishing discussions with stakeholders to promote ecological sustainability in Wollongong. The letter provides the requested information and apologizes for any delay.
This document summarizes upcoming CSS features like Box Alignment Level 3, CSS Grid Layout, CSS Shapes, CSS Feature Queries, and CSS Custom Properties. It explains what each feature does at a high level and provides example code snippets. The document also encourages developers to get involved by filing issues on browser bug trackers, requesting new features, and creating blog posts/demos to help drive adoption of these new CSS specifications.
Wollongong Futures is a strategic planning initiative for the city of Wollongong, Australia involving community participation. The project aims to create a shared vision and action plan to guide the city's future development. Key elements of the process include identifying trends, surveying community values, developing a vision and goals, and creating implementation strategies through action planning and incorporation into other city plans. The multi-year process involves community and stakeholder input through various engagement activities. The end products will be an action plan and documents to guide Wollongong's development according to community priorities.
A letter from Ron Hales, Assistant Manager of Environment at Wollongong City Council, is forwarding a copy of a letter sent to Professor G Sutton at the University of Wollongong. The letter being forwarded was regarding ecological sustainability within the city of Wollongong and resulted from a recommendation by Council's ESD Liaison Committee. The purpose of the forwarding letter was to provide the recipient with information about the letter sent to Professor Sutton on the topic of ecological sustainability in Wollongong.
The letter is in response to a request for information about a Cooperative Research Centre. [It states that] Council had previously sent correspondence about the matter on July 11, 2001 to the recipient. [The letter] attaches a copy of the previous correspondence that was forwarded regarding the Cooperative Research Centre.
The document discusses the benefits of exercise for mental health. It states that regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness.
Wollongong Futures is a strategic planning initiative involving the community of Wollongong, Australia to create a shared vision and plan for the city's future. It aims to address challenges like economic and demographic changes through a collaborative process of developing goals and actions. The underlying principles are sustainability and inclusiveness. The vision will guide Council and community efforts and be implemented through coordinated plans, partnerships, and monitoring progress toward the goals. The project is consistent with higher-level government initiatives for sustainable development planning.
The document is a letter from Wollongong City Council responding to a request for information about a Cooperative Research Centre (CRC) for ecological sustainability. It attaches previous correspondence from July 2001 regarding establishing discussions with stakeholders to promote ecological sustainability in Wollongong. The letter provides the requested information and apologizes for any delay.
This document summarizes upcoming CSS features like Box Alignment Level 3, CSS Grid Layout, CSS Shapes, CSS Feature Queries, and CSS Custom Properties. It explains what each feature does at a high level and provides example code snippets. The document also encourages developers to get involved by filing issues on browser bug trackers, requesting new features, and creating blog posts/demos to help drive adoption of these new CSS specifications.
Foresight for UNDP Africa peace and development advisors workshopmlepage
This document summarizes a presentation on strategic foresight and its applications. It discusses how foresight can help governments and organizations plan more effectively for an uncertain future by considering multiple scenarios. The presentation provides examples of how foresight has been used in Rwanda to inform national development planning and policymaking. Key lessons highlighted include how foresight promotes inclusion, resilience, and partnerships. The document concludes by emphasizing how foresight can help countries achieve sustainable development goals by allowing for more comprehensive and realistic planning.
This document provides an overview of the Future of Cities evidence base developed by the UK Government's Foresight project on the future of UK cities. The project gathered evidence on cities through workshops and seminars held in over 25 UK cities to understand how cities currently function and how they need to evolve. Key topics examined in the evidence base include urban economies, metabolism, form, infrastructure and governance. The project also established a City Visions Network and conducted experiments on graduate mobility and place-based policy making to support decision making in cities.
Gauteng 2055 - Human Settlements Scenario Planning Project Report by Mphathi ...Sakaza
The presentation represents the summary of the outcomes of a Scenario Planning project commissioned by the Gauteng Department of Local Government and Housing in 2009 and completed in July 2010. Mphathi Nyewe was the lead consultant for the project.
This note explains how to turn the outputs from the scenario building process into an agenda for action through the presentation of 2 real cases.
This document was used by Robin Bourgeois, Senior Foresight Advisor, GFAR Secretariat for the "Grassroots Foresight initiative - Training of Resource persons
Participatory Prospective Analysis –Scenario Building." This workshop was held on February 1-7, 2015 in Quezon City, The Philippines.
Check out "Empowering local organisations through foresight" by Robin Bourgeois at: http://bit.ly/17GoTt4
This publication provides an overview of 145 successful innovations in governance and public administration from 50 countries that received the United Nations Public Service Awards, which is the most prestigious international recognition of excellence in public service. The purpose of this book is to disseminate, through descriptive case studies, information about innovative practices by looking at the problem that led to an innovation; the solution that was designed and implemented to respond to the specific challenge; the actors and steps involved in the innovation process, and lessons learned. Learning more about how public institutions from around the world have solved difficult governance challenges can be a powerful and inspirational tool for those engaged in improving public sector performance.
This is the ‘final’ report for the first phase of the MitigationMomentum project (2012-2014). The project worked on concrete
NAMA proposals across 5 countries for almost 2 years, delivered 4 biannual status reports on NAMAs and 3 research pieces on surrounding issues. It would not be feasible to recreate that here, so instead we present a concise and to-the-point report covering three topics: a reflection on what happened in the NAMA space over the past two years, based on the Status Reports, a presentation of case studies for the five countries in the project, and selected practical insights on starting NAMA development.
Detalla las experiencias de ECOFYS en el desarrollo de cinco propuestas de NAMAs en Chile, Indonesia, Kenya, Tunisia y Perú (residuos agrarios para generación de energía). Se mencionan agradecimientos a Roxana Orrego
Maat International Group. The Waste to Valorization ProosalSantiago Jimenez
The document discusses the HL2 Consortium's waste valorization strategy to promote a circular economy. The consortium, led by maatGroup, supports end-to-end waste management operations and technologies. It manages several million tons of waste contracts internationally. The strategy aims to foster circularity through prioritizing regenerative resources, preserving materials, using waste as a resource, rethinking business models, and incorporating digital technologies like blockchain and the TradeChain platform. The consortium expects to close $300 million in waste management contracts annually.
This presentation was held during the 5th GIB Summit, May 27-28 2015.
The presentation and more information on the Global Infrastructure Basel Foundation are available on www.gib-foundation.org
Eastern Democratic Republic of Congo has a complex and fluctuating risk landscape, combined with a high level of uncertainty about the future. The population is faced with multiple shocks of diverse nature and intensity, including conflicts, disasters, illnesses and lack of employment opportunities. All of them impact on household livelihoods system.
How can the resilience of population be strengthened in areas affected by multiple forms of conflicts? How can humanitarian, transition and development programs support households so that they have the necessary resources and capacities to absorb, adapt and transform in the face of future shocks, when features and consequences are often still unknown?
Experts in risks, systems and livelihoods from the government, the private sector, the NGOs, the United Nations and donors worked together for two days in Goma, Democratic Republic of the Congo to:
OECD unicef resilience roadmap eastern drc final englishDr Lendy Spires
The document summarizes the results of a workshop on strengthening resilience in eastern Democratic Republic of Congo. Participants mapped risks in the region, identified key livelihood assets, stakeholders influencing those assets, and developed a roadmap of actions. Social capital, especially the role of host families supporting displaced households, is critical to resilience in DRC. Both improving absorptive capacity and transforming systems to reduce exposure to shocks are needed. Strengthening resilience requires participation from experts in different risks, systems, and key decision makers. The results can guide further strategic and operational planning among agencies.
The document summarizes the results of the 2015 City Prosperity Initiative report, which measures the sustainability and prosperity of cities using a City Prosperity Index (CPI). The CPI evaluates over 60 cities across six dimensions of productivity, infrastructure, quality of life, equity and inclusion, environmental sustainability, and governance. Most cities score in the moderately solid to solid range, with European cities tending to be most prosperous. The report provides the CPI scores and rankings of individual cities and analyzes prosperity trends by region. UN-Habitat created the CPI to help cities benchmark performance and identify policy priorities to improve prosperity.
This document provides a summary of observations from a study on implementing eco-innovation policies in Vietnam. Key findings include: 1) Eco-innovation is not explicitly described in Vietnamese policy documents; 2) Implementation of green growth policies is weak, monitoring is lacking, and regional governments lack autonomy; 3) The focus is on increasing resource efficiency rather than innovation, and SMEs are not well integrated into policymaking. The document recommends rethinking the government approach to be more adaptive and promote knowledge sharing. It suggests empowering all stakeholders, including consumers, and shifting to demand-side instruments to create a level playing field for eco-innovation.
The document provides guidance on preparing a Resettlement Action Plan (RAP) for involuntary resettlement associated with International Finance Corporation (IFC) investment projects. It outlines the key components and steps for developing a RAP, including identifying project impacts and affected populations, establishing a compensation framework, developing a resettlement assistance and livelihood restoration plan, establishing organizational responsibilities and consultation/grievance processes, and developing monitoring plans. The overall aim is for RAPs to improve livelihoods and ensure affected people are consulted and receive compensation for lost assets.
Implementing SDG11 by connecting sustainability policies and urban planning p...ITU
In this guidance document, we study the advantages of using ICT technologies to support the implementation
of the Sustainable Development Goals, namely SDG 11, by facilitating the missing linkages that exist between
sustainability policies and urban-planning practices through digitally-enabled urban actions. These urban
actions will be shaped as recommendations that will put forward physical and non-physical advice to help
the user improve the implementation of both SDG 11 and the New Urban Agenda.
For more information visit: https://www.itu.int/en/ITU-T/ssc/united/Pages/default.aspx
PPP Reference Guide Version 3 - PPP Framework.pdfssusered96e2
This document discusses public-private partnerships (PPPs) and the importance of establishing a strong PPP framework. It notes that while individual PPPs can be implemented without a formal framework, most successful PPP programs rely on sound policies, processes, institutions and rules to govern how PPPs are identified, developed, procured and managed. The document outlines the typical components of a comprehensive PPP framework, including policies, legal structures, processes, public financial management and oversight arrangements. It emphasizes that a well-designed framework promotes good governance, transparency and value for money in PPP programs.
The document discusses governance challenges for achieving the Sustainable Development Goals (SDGs) and makes several recommendations. It argues that the High-Level Political Forum on Sustainable Development (HLPF) should act as the lead "orchestrator of orchestrators" to provide coordination and leadership across different actors working on SDGs. The HLPF will need high-level participation from various countries and sectors, innovative dialogue between the global North and South, and links to intermediary organizations. It also recommends state-led mutual reviews of SDG progress that focus on common challenges and reviews of international institutions' contributions.
The document summarizes the results of the 2011 International Comparison Program (ICP), which estimates purchasing power parities (PPPs) for 199 economies. Key findings include:
1) PPPs allow for more accurate comparisons of economic size and standards of living between countries than market exchange rates.
2) The 2011 ICP saw improvements over 2005, including a global core list of prices surveyed in all countries and enhanced national accounts data.
3) Results show substantial differences in the economic sizes of countries when measured using PPPs versus market exchange rates.
The document provides an overview of progress made in implementing the UN's Standard Operating Procedures (SOPs) for 'Delivering as One' since their introduction in 2014. Key points include:
- The SOPs were established to improve UN coherence, effectiveness and efficiency in supporting countries' development needs and the 2030 Agenda.
- Over the past two years, the UN has taken steps to roll out the SOPs at headquarters, regional, and country levels through strategic actions and plans.
- While implementation has faced challenges, progress includes greater inter-agency collaboration, common business operations, and use of joint funding mechanisms in many countries.
- Further efforts are still needed to fully
Legacoop collaborates in the Balkan region to promote cooperation. It supports over 15,000 cooperatives, generates €5.3 billion in revenue, and employs over 430,000 people. Legacoop's activities in the Balkans include providing technical assistance, supporting cooperative organizations, and fostering business collaboration to help cooperatives in the region develop and integrate internationally. The PRO.COOP project aims to strengthen Balkan cooperative associations and promote local economic development through networking and collaboration.
Civil society actors from Uganda and the Philippines to learn how they are advancing effective, equitable adaptation finance systems to build resilience in a changing climate.
This very short document does not contain any discernible words, sentences or meaningful information to summarize. It appears to contain random punctuation characters without any context.
Drivers and barriers_to_sustainability_in_local_government[1]frankcoluccio
The document summarizes research conducted by the Institute for Sustainable Futures on barriers and drivers to sustainability in local government in New South Wales, Australia. 32 local councils participated in interviews to provide information on the key drivers and barriers they face in achieving sustainability, the tools and approaches used to measure their progress, and how support organizations could best assist them. The research aims to help the Urban Sustainability Support Alliance develop resources to support councils in overcoming barriers to sustainability.
Foresight for UNDP Africa peace and development advisors workshopmlepage
This document summarizes a presentation on strategic foresight and its applications. It discusses how foresight can help governments and organizations plan more effectively for an uncertain future by considering multiple scenarios. The presentation provides examples of how foresight has been used in Rwanda to inform national development planning and policymaking. Key lessons highlighted include how foresight promotes inclusion, resilience, and partnerships. The document concludes by emphasizing how foresight can help countries achieve sustainable development goals by allowing for more comprehensive and realistic planning.
This document provides an overview of the Future of Cities evidence base developed by the UK Government's Foresight project on the future of UK cities. The project gathered evidence on cities through workshops and seminars held in over 25 UK cities to understand how cities currently function and how they need to evolve. Key topics examined in the evidence base include urban economies, metabolism, form, infrastructure and governance. The project also established a City Visions Network and conducted experiments on graduate mobility and place-based policy making to support decision making in cities.
Gauteng 2055 - Human Settlements Scenario Planning Project Report by Mphathi ...Sakaza
The presentation represents the summary of the outcomes of a Scenario Planning project commissioned by the Gauteng Department of Local Government and Housing in 2009 and completed in July 2010. Mphathi Nyewe was the lead consultant for the project.
This note explains how to turn the outputs from the scenario building process into an agenda for action through the presentation of 2 real cases.
This document was used by Robin Bourgeois, Senior Foresight Advisor, GFAR Secretariat for the "Grassroots Foresight initiative - Training of Resource persons
Participatory Prospective Analysis –Scenario Building." This workshop was held on February 1-7, 2015 in Quezon City, The Philippines.
Check out "Empowering local organisations through foresight" by Robin Bourgeois at: http://bit.ly/17GoTt4
This publication provides an overview of 145 successful innovations in governance and public administration from 50 countries that received the United Nations Public Service Awards, which is the most prestigious international recognition of excellence in public service. The purpose of this book is to disseminate, through descriptive case studies, information about innovative practices by looking at the problem that led to an innovation; the solution that was designed and implemented to respond to the specific challenge; the actors and steps involved in the innovation process, and lessons learned. Learning more about how public institutions from around the world have solved difficult governance challenges can be a powerful and inspirational tool for those engaged in improving public sector performance.
This is the ‘final’ report for the first phase of the MitigationMomentum project (2012-2014). The project worked on concrete
NAMA proposals across 5 countries for almost 2 years, delivered 4 biannual status reports on NAMAs and 3 research pieces on surrounding issues. It would not be feasible to recreate that here, so instead we present a concise and to-the-point report covering three topics: a reflection on what happened in the NAMA space over the past two years, based on the Status Reports, a presentation of case studies for the five countries in the project, and selected practical insights on starting NAMA development.
Detalla las experiencias de ECOFYS en el desarrollo de cinco propuestas de NAMAs en Chile, Indonesia, Kenya, Tunisia y Perú (residuos agrarios para generación de energía). Se mencionan agradecimientos a Roxana Orrego
Maat International Group. The Waste to Valorization ProosalSantiago Jimenez
The document discusses the HL2 Consortium's waste valorization strategy to promote a circular economy. The consortium, led by maatGroup, supports end-to-end waste management operations and technologies. It manages several million tons of waste contracts internationally. The strategy aims to foster circularity through prioritizing regenerative resources, preserving materials, using waste as a resource, rethinking business models, and incorporating digital technologies like blockchain and the TradeChain platform. The consortium expects to close $300 million in waste management contracts annually.
This presentation was held during the 5th GIB Summit, May 27-28 2015.
The presentation and more information on the Global Infrastructure Basel Foundation are available on www.gib-foundation.org
Eastern Democratic Republic of Congo has a complex and fluctuating risk landscape, combined with a high level of uncertainty about the future. The population is faced with multiple shocks of diverse nature and intensity, including conflicts, disasters, illnesses and lack of employment opportunities. All of them impact on household livelihoods system.
How can the resilience of population be strengthened in areas affected by multiple forms of conflicts? How can humanitarian, transition and development programs support households so that they have the necessary resources and capacities to absorb, adapt and transform in the face of future shocks, when features and consequences are often still unknown?
Experts in risks, systems and livelihoods from the government, the private sector, the NGOs, the United Nations and donors worked together for two days in Goma, Democratic Republic of the Congo to:
OECD unicef resilience roadmap eastern drc final englishDr Lendy Spires
The document summarizes the results of a workshop on strengthening resilience in eastern Democratic Republic of Congo. Participants mapped risks in the region, identified key livelihood assets, stakeholders influencing those assets, and developed a roadmap of actions. Social capital, especially the role of host families supporting displaced households, is critical to resilience in DRC. Both improving absorptive capacity and transforming systems to reduce exposure to shocks are needed. Strengthening resilience requires participation from experts in different risks, systems, and key decision makers. The results can guide further strategic and operational planning among agencies.
The document summarizes the results of the 2015 City Prosperity Initiative report, which measures the sustainability and prosperity of cities using a City Prosperity Index (CPI). The CPI evaluates over 60 cities across six dimensions of productivity, infrastructure, quality of life, equity and inclusion, environmental sustainability, and governance. Most cities score in the moderately solid to solid range, with European cities tending to be most prosperous. The report provides the CPI scores and rankings of individual cities and analyzes prosperity trends by region. UN-Habitat created the CPI to help cities benchmark performance and identify policy priorities to improve prosperity.
This document provides a summary of observations from a study on implementing eco-innovation policies in Vietnam. Key findings include: 1) Eco-innovation is not explicitly described in Vietnamese policy documents; 2) Implementation of green growth policies is weak, monitoring is lacking, and regional governments lack autonomy; 3) The focus is on increasing resource efficiency rather than innovation, and SMEs are not well integrated into policymaking. The document recommends rethinking the government approach to be more adaptive and promote knowledge sharing. It suggests empowering all stakeholders, including consumers, and shifting to demand-side instruments to create a level playing field for eco-innovation.
The document provides guidance on preparing a Resettlement Action Plan (RAP) for involuntary resettlement associated with International Finance Corporation (IFC) investment projects. It outlines the key components and steps for developing a RAP, including identifying project impacts and affected populations, establishing a compensation framework, developing a resettlement assistance and livelihood restoration plan, establishing organizational responsibilities and consultation/grievance processes, and developing monitoring plans. The overall aim is for RAPs to improve livelihoods and ensure affected people are consulted and receive compensation for lost assets.
Implementing SDG11 by connecting sustainability policies and urban planning p...ITU
In this guidance document, we study the advantages of using ICT technologies to support the implementation
of the Sustainable Development Goals, namely SDG 11, by facilitating the missing linkages that exist between
sustainability policies and urban-planning practices through digitally-enabled urban actions. These urban
actions will be shaped as recommendations that will put forward physical and non-physical advice to help
the user improve the implementation of both SDG 11 and the New Urban Agenda.
For more information visit: https://www.itu.int/en/ITU-T/ssc/united/Pages/default.aspx
PPP Reference Guide Version 3 - PPP Framework.pdfssusered96e2
This document discusses public-private partnerships (PPPs) and the importance of establishing a strong PPP framework. It notes that while individual PPPs can be implemented without a formal framework, most successful PPP programs rely on sound policies, processes, institutions and rules to govern how PPPs are identified, developed, procured and managed. The document outlines the typical components of a comprehensive PPP framework, including policies, legal structures, processes, public financial management and oversight arrangements. It emphasizes that a well-designed framework promotes good governance, transparency and value for money in PPP programs.
The document discusses governance challenges for achieving the Sustainable Development Goals (SDGs) and makes several recommendations. It argues that the High-Level Political Forum on Sustainable Development (HLPF) should act as the lead "orchestrator of orchestrators" to provide coordination and leadership across different actors working on SDGs. The HLPF will need high-level participation from various countries and sectors, innovative dialogue between the global North and South, and links to intermediary organizations. It also recommends state-led mutual reviews of SDG progress that focus on common challenges and reviews of international institutions' contributions.
The document summarizes the results of the 2011 International Comparison Program (ICP), which estimates purchasing power parities (PPPs) for 199 economies. Key findings include:
1) PPPs allow for more accurate comparisons of economic size and standards of living between countries than market exchange rates.
2) The 2011 ICP saw improvements over 2005, including a global core list of prices surveyed in all countries and enhanced national accounts data.
3) Results show substantial differences in the economic sizes of countries when measured using PPPs versus market exchange rates.
The document provides an overview of progress made in implementing the UN's Standard Operating Procedures (SOPs) for 'Delivering as One' since their introduction in 2014. Key points include:
- The SOPs were established to improve UN coherence, effectiveness and efficiency in supporting countries' development needs and the 2030 Agenda.
- Over the past two years, the UN has taken steps to roll out the SOPs at headquarters, regional, and country levels through strategic actions and plans.
- While implementation has faced challenges, progress includes greater inter-agency collaboration, common business operations, and use of joint funding mechanisms in many countries.
- Further efforts are still needed to fully
Legacoop collaborates in the Balkan region to promote cooperation. It supports over 15,000 cooperatives, generates €5.3 billion in revenue, and employs over 430,000 people. Legacoop's activities in the Balkans include providing technical assistance, supporting cooperative organizations, and fostering business collaboration to help cooperatives in the region develop and integrate internationally. The PRO.COOP project aims to strengthen Balkan cooperative associations and promote local economic development through networking and collaboration.
Civil society actors from Uganda and the Philippines to learn how they are advancing effective, equitable adaptation finance systems to build resilience in a changing climate.
This very short document does not contain any discernible words, sentences or meaningful information to summarize. It appears to contain random punctuation characters without any context.
Drivers and barriers_to_sustainability_in_local_government[1]frankcoluccio
The document summarizes research conducted by the Institute for Sustainable Futures on barriers and drivers to sustainability in local government in New South Wales, Australia. 32 local councils participated in interviews to provide information on the key drivers and barriers they face in achieving sustainability, the tools and approaches used to measure their progress, and how support organizations could best assist them. The research aims to help the Urban Sustainability Support Alliance develop resources to support councils in overcoming barriers to sustainability.
Wollongong futures draft strategy report for exhibition 14 afrankcoluccio
The report outlines the Wollongong Futures process which developed a long term vision and strategic plan for the City of Wollongong to become a sustainable community by 2025. Key aspects of the vision include Wollongong being a Living City with thriving urban areas, a Connected City with integrated transport, and an Inclusive City that is accessible to all. The plan identifies 10 visions under 4 strategy themes and will guide Council's policies and plans. Realizing the vision will require ongoing implementation, monitoring, and partnerships across government, business and community organizations.
This document summarizes the results and analysis of community, thematic, and council visioning workshops held as part of Wollongong Futures, a project undertaken by Wollongong City Council in collaboration with CSIRO. The workshops focused on biodiversity, community, environment, production, partnerships, and sustainability to help plan Wollongong's future.
The document presents a vision for the city of Wollongong, Australia in 20 years as imagined by the community through a project called Wollongong Futures. It outlines a grand vision for Wollongong to be a sustainable local government area that safeguards economic, social, cultural and environmental well-being. This grand vision is supported by 9 subsidiary visions covering topics like accessibility, partnership between council and community, urban development, local communities, education opportunities, health services, employment, recreation, and the natural environment.
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.
W'ollongong Futures, as it is now knos.n. rr'ill produce a vision and goals for the city, and ensure that
all subsequent plans support that vision.
3. hlY Ao le q Vieioning t"pzf?
^d
N(ollongong faces many challenges. Like many cities around the world, we are in a transitiol.p€fiod
from 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.
W'ollongong 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?
'W'ollongong 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
._i'l
.t
*Ama, Steuen C. (Ed), A Guide to Cornrnunib) Wianing (American Plttnning Association, Wctsbington DC, 1998): i:rl.:l
P3-5 )'.:.-i
4. are'te 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 communiry's 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 First's 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 sustainability
Local 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. 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 e'F.forts of te
eomurni buSinesS qnd
goVernnent ta it is arueiql in
4qpitql tor[; reqaing tLqt desired f,r.rture.
Progran
o 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. FiSore Z. Plqee in organisational |lr'telore
6FT6R.NAL R66IANIAt A4flVMg9 etrfgRML CollgTRAlhJIS
al ql e G orler vtnnevtt Agenaies, Legisfation, €cnnoN,
f€Y gtqll€olde(9t dc. C'tllore, 6nUiromreni efa.
tWP#ffik-
Nou-oNr6oN6 clfl 4ouNr4lt
,1 ,,V/, .
Dg4lglor.l MAHNI6
Co.rnail Managenent
Diuigia^al gl.lteires
R9?ORT1NI6
lndieators, t'ranitorin3, 6VqlLrqtion
a
€xeectdiong f,ronn Wollongong Fotores
Aim
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. 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. Woc69
The process fbllowed in the lWollongong Futures proiect is based on the Oregon Model
€i3ore 9.1e NollangonS €ol'sres Pro.e99
WftERg AR' N6 NTERS ARg N6
NloN ? GoltJG ?
Prof,ile 4onnrnuni{y frends qnd
!
Peseqrc', Probqble
t Dqtq Colleetian, ,.e^qrio9
Data Conpilation,
Data Analyses,
Daternine
C'rrenl TrenAS u
AsEess I1.erce Bqsed
6annunily
frendg'lhpqet €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. 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. 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 W'ollongong 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;
. 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 creativity, and ceiebration
of the city's 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 'i'e proiezl, coorAinqte inFornqtion qnd qetivities. 6nsurre 'tqt important dlvisiono,l i99oe9 qre qAAresseA.
lntegration of, lollongong €ot'res into a'ter 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 (reali'ly
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 6aunell's plqns and /or aSevtcy
bt'rsiness Plans'
gpeeiFic worhng qddreEs AiFFereri isg,tes
3.oo?9 +o
anJ identif,ieJ tenneg.
:,..ii:.i,r,..,*s
I
i:i-;i;:;l;,.]:ir;:ti:.:-::i,i:,r:,
: .
11. Communication Tools'Will 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 announcements
Program 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