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YOU Want
7ollongong Futures is an exciting project involving
the whole communify. Together, we can create a vision
for our cily 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.
BrieF 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 statutory planrrLng too1, the Local EnvirSrun"ent plan (LEp).
That orovided an exciting oppor-tunity to begin a planning process to draw together all elements of
the city and lts future.
flollongong Futures, as it is now known, will produce a vision and goals for the city, and ensure that
all subsequent plans suppolt that vision.
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3. UlhY do Ve ned q Visioning topzf?
Tollongong faces many challenges. Like many cities around the world, we are in a transition petid
from traditional industries to a more diverse economy.
This impacts direct$ 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 wodd 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 yisioning 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.*
hl.qt ie Wohngorrg Frfivra?
NTollongong 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 impoftant in order to be creative arrd react to new developments.
To develop .a
strategig 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 community 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;
' C.onvgYs a comprehensive future-orientated view to guide short and long-term decision making in
the city; and
' Develops action plans and implementation toois to achieve a preferred 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,
Steuan C. (Ed), A Guide to Community Vtsioning (American Plttnning Axociation, Wasbingiltn DC, 1998): p 3 - 5

4. o{e te underlyiry pfinai ple*
The, undedying principles of l7ollongong Futures are sustainability and inclusiveness.
Sustainability
A sustainable community 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
wellbeing of current and future generations.
Inclusiveness
Participation, communication and coordination are vltal aspects of strategic planning. 'l7ollongong City
Council accepts the community's crucial role in the development of 'Wollongong Futures. As part of
that process, Council is committed to moving away from a semi-bureaucratic leadership style to a
system of involved community 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 wi't ota initiqtiva
W'ollongong Futures is consistent with both the Plan First initiatives of the NSW Government and Local
Agenda 2L.
Plan First
The Plan First State Government initiative, to modernise the plan-making system in NS7, endeavours
to promote sustainable economic development. Plan First's aim is to enable closer working relationships,
for effective coordination of actions, to reach a preferred future.
Like the Plan First initiative, W'ollongong Futures is a global and holistic strategic approach that will
flow through to different levels of planning to achieve sustainability
local Agenda 21
Agenda 21 refers to the agreement between 160 countries participating at the United Nations Conference
on Environment and Development (UNCED) in Rio in 7992. The intent of this conference was to get
the wodd leaders to commit and work towards global sustainability. Chapter 28 of Agenda 21 describes
the role of local authorities and is referred to as Local Agenda 21. J
As with LocalAgenda 2l,Wollongong Futures also:
. Takes a long term perspective,
. Aims at sustainability and inclusiveness,
. Is implementation oriented.

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The role of the vision is to define a preferred future for the city and to align the Council, community
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, flollongong Strategic Plan
that drives the corporate plan;
An action plan as part 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.
FiSore t. Reaeing 1,e PreFerreA Folore
la.lning tile preFerred Foire
e.fua and al6niry qll eFForts of, te
aannlrnity, b"rSineSS qnd
garlernnent to it ig ar,.raiql in
&pital Nork* reaaing'tqt desired f,rrfu re.
Progrqh
vqnA lsel
fransport PR69SN.r
Planning
€ covtonic DeveloPl.,ent >a-Ziql and d^rlturql
Planning
6nvironnevrtql ttana3esevrt Fqilure to dentif,y l'.e preTerred Foture or to align
all drivtn3 Fozeg lo ti9 eonnan goal will ras"rlt in qn
undesirolle f,utrre

6. Figtre Z. Plqae in or3q^igqtioval 9tr'tclore
SlfgR iJAL Rg6lor.lAt ACflVtflgS gtrfgRr.lAL 4oNSTRANrS
9tqte 6overnr^ evl ASertcieg, Le3islation, 6eanor'rr/,
f€Y Stq[€olderst dc. 6nvirannent, ata.
C,.tl*,.tre,
v
9lPlirE Glc Pl-ANNllNlG
gpqtiql Plqn (ttP) goeiql Pla,n
Corporale Plqn Buginess Plqns
6nvironnentql Plqn eta.
BoAgds dc.
Rg?ORflN6
lndiaatorg, Monitonn3, 6vq[;qtion
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€xeecldiong f,ronn Wollongon3 Folrtres
The broad aim of the Wollongong Futures Project is:
' To establish a vision based on the principles of sustainability and inclusiveness to take Tollongong
into the future,
. To formulate an implementation plan to do it, and
. To establish a monitoring and reporting process to evaluate progress.
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Objectives
T:.'jj,:T:"::.H:Hffi';T::?:"ff,"en, s,ra,esies and p,ans, '
. Acknowledge changing character and pro actively plan for it,
. Identify a range of key issues and subsequent strategies,
. Facilitate participation in all sectors (community, political and inter-agency),
. Identfy and build on community values,
o Create general common ownership of plans, "r,iill
. 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 arc vital to achieve the vision for 7ollongong's future.
Coordination, the facilitation of participation and the role that partnerships play in this regard is an
important element of the Wollongong Futures project.
Partnerships refer to:
. Active involvement of different groups in the Tollongong Local Government Area,
. The establishment of dialogue between groups,
o Consultation and consensus building with groups,
. Coordination and communication.
These groups refer to the:
. Citizens (the community),
. Elected officials (councillors),
. State government agencies,
. Key stakeholders,
. Council staff, etc.
Products
It is expected that thd 7ollongong 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 suppofi system to suppofi implementation; and
o Conffibute to the development indicators that will support the evaluation of Xtrllongong's development.

8. Ttfg:progess followed in the Wollongong Fufures project is based on rhe Oregon Model
Ftgre 9. (e Nollangoq €'tlures P(o.e99
NrtsRg ARS W6 NttgRg ARg N6
r{oN ? GoltJ6?
Prof,ile 6annnrrnity frends qnd
Pegeqrzr, Probqlle
Dqtq 4olleation, ,.e^qrio9
Data 4anpilaton, Deternnine ASre-eA 9lalet"er*s
Data Analysel Correr* TrenAs
Assess fl.er.'e Bqged
6omnntrnit!
frendi lnpaat €oats Grap r4siots
4ons,rltatian,
qnd and dq.EBoeA Diala3ues
Cannruni 9urrJeyt. Probqble
9cettafio.
ttoN ARg N€ GoItJa ? PohlDa E @r fiew ?
Moniton^3 and 6valuation, Ae'tion/lnptennentqtion Plqn
ldentif,ieation and Developnent ldentif,y Gaals
of, lndiaatorl Develop glrate3ies
qnd
9etting Pnorities
6stqllishent of, Reporiing and Dateloe qe+ian qnd lmpleuevrt qgehdqs
FeeAbqcV System.
Carpor ale Plan, Bldgat,
Capital NarI+ Progran, Lqnd rJse Planning,
Irangort Planning, €.o^otie Develaprnen{
6nrJiromentql Mana3enen{
Saeiql qnJ C,-rlt.rral Planning ate.
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9. t'
lnpbnnartation
S.everal overlapping implementation elements are crucial to the success of the project. Although they
do not form parl as a.distinct phase in the process as set out under the previous heading, the! wi[ '
form part of it throughout the process.
Community Participation
The aim of this element is involve the communiw and build community and political suppolt for the
project.
The community participation element of follongong Futures aims to involve the community in all
phases of the process.
The objectives of this initiative will be to:
. Facilitate real community participation,
o Promote community ownership,
. Build public awareness.
v €i3ore 4.4onnnunt Portieipation in hlollongong Folores
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Profile 4annurni
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t *ow Ae6 N€ GoltJG? so"pL. [, WRER6 ARg N€ GolttG ?
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Manitarinq qnd 6vql,.rqtion 9urvey /,/ FoCu!,6RDrlP frends qnd Probo,ble gzenariog
i3
i- liy ,9tallaolders
4or$,Uhllly
P-F"rnc"'6r;; i I
4onnuni Advisory 6ro,.rp,
feznieql NorLing 6roup, f
Residents, L3eweie9,
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Aation/lr.'plennentqtian Plqn
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Organisation/ Coordination
The interaction between the Council, citizens, and all other key stakeholders will neecl 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 t6 ihe success of the process.
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10. Communication and Promotion
Communication is very important throughout the visioning process. A specific communication strategy
will be put in place to ensure the community is educated, informed and invited to become involvedl"
The main aim of the Tollongong Futures communication strategy is to engage and activate the community
on the question: 'what sort of city do you want rWollongong io beZ,
The communication strategy will ensure that:
. A widespread positive awareness is created about Wollongong Futures;
Participation is encouraged in the project;
Information is disseminated;
. The community is interested and involved in the exchange of ideas across the ciry;
. The iTollongong Futures communication strategy w-ill er.en go further than the immediate proiect
activities and seek to promote the project's broader themes of innovation and creativity, and celebration
of the city's cultural diversity.
Filo.e 9 Nollongang Fot'tces Coordinqtion glatdrore
V-
NaLLoNl6or.l6 Clfl b)t.J4;l!
Io rati€! te strate3! p(o.e99 and developnnant
To coordivrod,e developnnent qnd revievJ of, 'te stratejy and pravide rezant"rn,on,o ns / qAttice
lo Cz,oneil on 1e develapr"ent of, te visio^ and aation plans (hJollon3on3 Ftlores )f,or -ie el.
coFg hrfgRNlAL IEAM
Mana3e ,.e proiecl, caordivtqle inFornqtion qnd qetivities. 6yu,.rre {at inportant dlvisiono,l i9roe9 qre qAAresseA.
ldegration of, Nollan3ong Folore; into o'ter plqns qnd polieies. Assist in ceseqrc, q^d provigiov o€ inFornqtion
qnd relevqnt r.ariiu^i f,qzilitqtion.
L
cor',ttuNlFy ADVI9oRY 6RaUP lZCthJl4.AL NoRtrh.l6 6Roup
ProviJe broqA lose involvenent in review o.F Provide slrale3ic direcfion and ideqg ta qddress in
te aurteoue9 in eqe of, te tte 9+q3e9 i^ strrdy. 6nsura arganisational/zit! Wide igrt)e9 qre
te pro3rann. Aetively partieipate in te identif,ied qnA qAAregseA. Provide ro,rnding boqrd in
variaus inp,-rtlworl4op 9e59io^t tat develap te relqtion ta vigio^ and str'qfur, direcliovt &"alify
rJision qnd aation plan. Provide linuFeedbqcV to aezL plan). feznieql qdvi." i^ cortrge oF qelion.
teir once rcliort plan derleloped, evsrre qetro,tt, AatelopA
stqll€ol derste nei3bourood zorlrtiltee
or 3ro'tp dc| Ne iy*e3raleA into 6a"rnail's plqns qnd /or a3evtcy
b,jSiness plqn9.
9peziFic wor[ing 1roop9 lo qAAregs AiFFerer* iss'teg
qnd iderrtif,ied 1ennet.
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11. Communication Tools'S7ill lnclude:
. The logo . Newspaper articles . Editorial endorsements
o Newsletters . '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 7ollongong 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 r Action planning
. Trends and probable scenarios . flollongong Local Plan review
. Internal LEP review . Vision survey
. Communiry survey o Action pianning workgroups
. Community participation design . Place Based Local Plan/Development
Control Plan (DCP) workshops
o Communication strategy
. Communication
PRODUCTS
. Proiect outline
PRODUCTS
. . Action Plan
Promotion matetial
r Vision document
Jul -Dec 2002 TASKS
. Profiling the community Jan -Dec 2004+ TASKS
. . Monitoring system development
Trends and probable scenarios
. . 7ollongong Local Plan review
Visioning
o Place Based LocalPlan/DCP workshops
. Internal LEP review
. . Communication
Community suffey
. 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
* that the cofirmunity takes to cteate a
o Visioning
I
citywhere they want to live.
. Action planning
. W'ollongong Futures will help the city
Vollongong Local Plan review
to take control of its own destiny.
. Visioning feedback
. Communication strategy update
PODUCTS
r Vision strategy framework

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