Wollongong futures draft strategy report for exhibition 14 a

Wollongong Futures Draft Strategy Report 2005

Executive Summary

The Futures Process

"In the Year 2025, Wollongong will be a sustainable local government area, safeguarding the economic, social, cultural and environmental well-being of present and future generations".

The City of Wollongong is now looking to its future. The Wollongong community has mapped out a future for the region and its people. The Wollongong Futures Plan embodies the approach that we will take as a community to achieve sustainable outcomes for the city and its people, for the environment and the local economy.

The Futures Plan is broad in its scope and impact, but at the heart of the Plan is our desire to develop a sustainable region.

The plan also identifies the actions that are required to realise this vision.

Wollongong Futures is a strategic planning initiative that has helped us as a community to think about the future we want, to develop a shared vision, and to plan how to achieve it. The process has enabled us to determine the way we would like to see the City of Wollongong develop over the next 20 years.

This report takes the futures analysis to its final stage by incorporating the key research findings with the community inputs, in order to shape an operational strategy that links key actions.

The Futures Plan is not just a plan for Wollongong City Council and its own activities. The Plan is a comprehensive long term vision for Wollongong. Within its scope are desired outcomes that will also require actions by government at all levels - State and National, and actions by business and the community.

The Wollongong Futures Plan is a living document. It is designed so that the broad visions can be re-visited every 5 years, so they can be reviewed and updated to reflect changing demographics, new community needs and emerging opportunities. Achievements and outcomes will be tracked on an ongoing basis, through Council’s Strategic Plan and its Corporate Plan.

Future Directions

The Wollongong Local Government Area (LGA) has a unique structure. It is a linear city with urban development concentrated within a relatively narrow coastal strip between the Illawarra Escarpment and the Pacific Ocean. The LGA stretches for around 70 kms along the coast. This unique structure has lead to the development of several distinct areas of settlement to the North and South of the Wollongong city centre.

As well as impacting on residential areas, the city structure has also influenced the pattern of manufacturing, retail and service employment.

There is a strong concentration of jobs in and around the Wollongong City Centre.1 Most of the knowledge based service employment is located in and around the city centre and this includes business services, financial services,

1 Recent analysis by Buchan Consulting shows that almost 50% of jobs are located in an area that includes the city centre and the immediate adjacent areas in the north and west of the city. (Economic Analysis of the Wollongong Central City Area Volume 1 Report, Buchan Consulting November 2004)

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higher education and government services. Health services are also focused in the City Centre.

To the south of the City Centre, the steelworks and industrial areas adjacent to the Port account for a substantial part of the region’s manufacturing related jobs.

Servicing local populations, there is a series of shopping centres located at Thirroul, Corrimal, Figtree, Warrawong and Dapto. These areas also include a range of local service businesses.

From a social perspective, the unique geography also impacts on the accessibility of community and cultural facilities and the number of local facilities needed to serve an elongated community. It also has an effect on city cohesiveness, especially cohesion between its northern and southern communities.

Wollongong is at a critical point in its development. It has gone through a lengthy period of adjustment to the major contraction in employment in steel production and mining that occurred from the second half of the 1980's.

A key to the future is creating a sustainable city, in all its dimensions – social, environmental and economic. We need to improve our environment, deal with key social problems and ensure that we have a vibrant economy that is generating a faster rate of job growth and new opportunities for our community.

From an economic perspective, an important part of being a sustainable city will be to achieve growth in new industries. A key focus of the Wollongong development strategy must be on ‘smart’ growth covering advanced manufacturing, metals and engineering, health and medical, education, information technology, other knowledge based services and creative industries.

It is also important that Wollongong continues to play a broader role in the Illawarra and South Coast Regions. Wollongong is the regional capital and this role needs to be continually strengthened over time in retail, entertainment and recreation.

This will involve an investment in knowledge through innovation and research and development, the establishment of new enterprises as well as ensuring that key skills (including technical and trade skills) are available in the population. Initiatives will be required to encourage the development of new small businesses.

In shaping our future it will be important to manage and improve our natural environment and our built environment. In planning for new growth, we need to take account of key environmental issues including: water availability, waste, energy and motor vehicle use.

Wollongong Futures Plan

A sustainable community can face the future with confidence because it has a secure and renewable supply of resources and a healthy environment, it has a vibrant regional economy that generates employment opportunities, and has a strong social fabric and active community life. This is a major focus of the long term vision for Wollongong.

Wollongong Futures has developed a coherent 20 year vision for the City’s future.

Sustainability is the defining feature at the core of the vision. The Futures Plan is focused on Wollongong becoming a sustainable community.

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This sustainability approach is holistic. It takes account of the interrelationships between social factors, our environment and our economy in seeking to secure a balance and the best possible quality of life outcomes for all our community.

The Futures process has generated ten visions or strategic platforms, each of which describes an aspect of life in Wollongong now and into the future. These visions came out of the Wollongong Futures community consultation process and were refined in the action planning stage of the project.

These visions were further refined to be grouped under 4 strategy themes. Wollongong will be: a Living City, an Innovative City, A Connected City and an Inclusive City. The table below illustrates the visions developed by the community under each strategy theme.

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Strategy Themes Visions Living City Developing a

progressive and quality urban environment for people

Wollongong will foster thriving urban areas with innovative development that is based on principles of design excellence and that contributes to a strong sense of place throughout the local government area.

Developing local communities

Wollongong’s future vision includes the development of vibrant local communities and cultures.

Valuing and sustaining the natural environment

Wollongong will enjoy a natural environment that is protected and enhanced, and a human environment that is designed and developed in harmony with nature.

Enhancing our community’s lifestyle

The lifestyle of the Wollongong community will be influenced by the natural, cultural and recreational assets of the area

Innovative City Supporting and

developing the regional economy

Wollongong will have a flourishing and sustainable economy with an increasing number of employment opportunities developed in the local government area.

Embracing creativity and cultural identity

Wollongong will be a vibrant, contemporary local government area which protects, enhances and celebrates diversity, inclusiveness, creativity and originality.

Connected City Facilitating and

integrating movement

Wollongong will have a well-planned, coordinated and clean transport system that links the City to Sydney, to other regional centres and that provides access to all relevant localities within the local government area in a safe, convenient and affordable manner

Access to high speed tele-communications

Wollongong will have a high quality telecommunications network, which provides fast links for business and the community to the digital world.

Inclusive City Access, equity,

utility Wollongong will be a local government area that will be accessible on all levels to the whole community. In the future, Wollongong will consider access, equity and utility in all that it does and strives to achieve.

Council and community partnership in city governance

Wollongong will have an involved community working in partnership with an accessible, responsive and accountable Council that provides dynamic and proactive leadership to the local government area.

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A Practical Framework

The Futures Plan outlines the community’s aspirations and sets the directions for policy across a wide range of categories. It aims to secure a better future for Wollongong, one that is based on the principles of sustainability.

Progress is well underway in a number of major areas of policy, for example in environment policies and programs and in planning for a revitalised Central City Area.

The Futures Plan will guide Council’s long term Strategic Plans and its Corporate Plan. It will also impact on the various planning instruments, such as the Local Environmental Plan (LEP) and Development Control Plans, which will influence the future shape of Wollongong and its communities. The Plan will also set the broad directions that will impact on future budget decisions.

The Futures Plan also has relevance to the actions of the other tiers of government and other organisations within the LGA.

The Futures Plan is a living plan, and performance will be tracked and monitored on a regular basis, with adjustments being made to take account of changed circumstances and emerging opportunities.

Monitoring Progress

In this respect it will be important to identify outcomes and to measure progress against the major elements of the Futures Plan. This tracking, measurement and regular review of strategies will ensure that the Plan remains relevant and can be adjusted to reflect changes in circumstances and new opportunities.

This tracking will involve establishing measures for each of the 4 Future City themes and reviewing the core strategies on a regular basis. The medium term nature of many of the initiatives means that some of the strategies would be reviewed every 5 years. Others would be examined more frequently.

Building Partnerships

The Plan, along with the detailed research and analysis that has been undertaken, provides a strong foundation for seeking support from all levels of government. It also provides a basis for regional cooperation and partnering on key issues affecting our future.

The implementation of major elements of the plan will require partnerships between Council, other levels of government, business, the community and other key stakeholder groups. While the leadership of these coalitions will vary, it will be important for Council to play an active role at all times.

Taking Action

A proactive program to influence government (State and National) on strategic planning, the environment, infrastructure, economic development, social well-being and other key issues will be an important part of realising our visions for Wollongong.

Wollongong needs to be highly visible to both the State Government and the Federal Government on a wide range of issues that affect the future of our City. For example many of the components of Wollongong’s economic development strategy will require changes in government policy, government support for major infrastructure development, or funding for specific programs. The same is true in many other areas of policy which impact on quality of life in Wollongong.

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The Futures Plan recognises that a number of the actions required to realise the visions are already well underway - some are part of ongoing initiatives by Council, others are at the research and planning stages, while some others are still on the drawing board. Some outcomes will be realised in the short term, while others will require a medium to long term period to achieve.

Fully realising the visions will also require sustained and planned activities over the long term.

The success of the Futures Plan is dependent on securing wide support from the community and stakeholders for its core visions and its key elements.

Obtaining this support will require communicating the plan to the community and seeking endorsements from key stakeholders. It also requires continuing the engagement with the community that was established during the investigation stage of the futures process.

Wollongong City Council is committed to the Futures Plan. It will establish internal mechanisms to manage implementation and an external advisory group to oversee the Plan.

Wollongong is now in a position to shape a positive sustainable future.

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Contents

EXECUTIVE SUMMARY................................................................................................... 1

CONTENTS........................................................................................................................... 7

1 INTRODUCTION......................................................................................................... 9

2 THE WOLLONGONG FUTURES PROCESS........................................................ 11 2.1 WOLLONGONG FUTURES........................................................................................ 11 2.2 THE PROCESS ......................................................................................................... 12

2.2.1 Steps in the Process....................................................................................... 12 2.2.2 Active Community Consultation .................................................................... 13 2.2.3 Research and Analysis................................................................................... 14 2.2.4 From Visions to Action.................................................................................. 14

2.3 GUIDING PRINCIPLES ............................................................................................. 15 3 WOLLONGONG – PRESENT AND FUTURE....................................................... 17

3.1 WOLLONGONG NOW .............................................................................................. 17 3.1.1 State of the City ............................................................................................. 18 3.1.2 Regional Role – Illawarra and South Coast.................................................. 21 3.1.3 Relationship with Sydney Metropolitan Area ................................................ 21

3.2 WOLLONGONG’S FUTURE ...................................................................................... 22 3.2.1 Outlook.......................................................................................................... 22 3.2.2 Key Future Drivers........................................................................................ 24 3.2.3 The Challenges We Face............................................................................... 25

3.3 SHAPING OUR FUTURE ........................................................................................... 26 3.3.1 Sydney Metropolitan Strategy ....................................................................... 26 3.3.2 Illawarra Regional Strategy.......................................................................... 27 3.3.3 Wollongong Strategy ..................................................................................... 28

4 THE FUTURE VISION.............................................................................................. 29 4.1 WOLLONGONG 2025– A SUSTAINABLE CITY......................................................... 29

4.1.1 Defining a Sustainable City........................................................................... 29 4.1.2 Local Action on the Environment.................................................................. 30 4.1.3 A Framework for Decisions .......................................................................... 30

4.2 STRATEGY DIRECTIONS ......................................................................................... 31 4.2.1 Visions for the City........................................................................................ 31

4.3 LIVING CITY .......................................................................................................... 33 4.3.1 Developing a Progressive and Quality Urban Environment for People 34 4.3.2 Developing Local Communities ................................................................ 35 4.3.3 Valuing and Sustaining the Environment ................................................ 36 4.3.4 Enhancing our Community's Lifestyle...................................................... 37

4.4 INNOVATIVE CITY.................................................................................................. 38 4.4.1 Supporting and Developing the Regional Economy .............................. 38 4.4.2 Embracing Creativity and Cultural Identity.............................................. 40

4.5 CONNECTED CITY .................................................................................................. 41 4.5.1 Facilitating and Integrating Movement..................................................... 42 4.5.2 Access to High Speed Telecommunications .......................................... 42

4.6 INCLUSIVE CITY..................................................................................................... 43 4.6.1 Access Equity and Utility .............................................................................. 43 4.6.2 Council and Community Partnership in City Governance............................ 44

5 REALISING OUR FUTURE ..................................................................................... 46 5.1 VISIONS INTO ACTION............................................................................................ 46

5.1.1 Setting Directions.......................................................................................... 46 5.1.2 Taking Action ................................................................................................ 46

5.2 KEY ROLES ............................................................................................................ 47 5.2.1 Council .......................................................................................................... 47

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5.2.2 Partners......................................................................................................... 48 5.2.3 Community .................................................................................................... 49

5.3 FROM STRATEGY TO OUTCOMES............................................................................ 50 6 LIVING CITY ............................................................................................................. 51

6.1 LIVING CITY OVERVIEW ........................................................................................ 51 6.2 DEVELOPING A PROGRESSIVE AND QUALITY URBAN ENVIRONMENT .................... 52 6.3 VALUING AND SUSTAINING THE ENVIRONMENT .................................................... 55 6.4 DEVELOPING STRONG LOCAL COMMUNITIES ........................................................ 60 6.5 ENHANCING OUR COMMUNITY’S LIFESTYLE.......................................................... 63

7 INNOVATIVE CITY.................................................................................................. 64 7.1 INNOVATIVE CITY OVERVIEW................................................................................ 64 7.2 SUPPORTING THE REGIONAL ECONOMY................................................................. 65 7.3 EMBRACING CREATIVITY AND CULTURAL IDENTITY............................................. 72

8 CONNECTED CITY .................................................................................................. 75 8.1 CONNECTED CITY OVERVIEW................................................................................ 75

9 INCLUSIVE CITY...................................................................................................... 78 9.1 INCLUSIVE CITY OVERVIEW................................................................................... 78 9.2 ACCESS EQUITY UTILITY ....................................................................................... 79 9.3 COUNCIL AND COMMUNITY PARTNERSHIP............................................................. 82

10 THE WAY FORWARD.......................................................................................... 84 10.1 ACTING ON OUR FUTURE ....................................................................................... 84 10.2 MEASURING PERFORMANCE .................................................................................. 84

10.2.1 Tracking Progress ......................................................................................... 84 10.2.2 Reviewing and Reporting .............................................................................. 84 10.2.3 Measures ....................................................................................................... 84

10.3 SECURING SUPPORT ............................................................................................... 88 10.4 MANAGING THE PLAN............................................................................................ 88

REFERENCES.................................................................................................................... 89

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1 Introduction

Looking to the Future

Wollongong is a dynamic region with a rich history - a history that starts with our Indigenous landowners, and flows through white settlement, industrialisation, the impacts of post war immigration and a period of major change over the last two decades of the 20th Century.2

Wollongong has been ever evolving and changing in its setting and character - its population, culture, industry and economy. With a population of almost 190,000, Wollongong is now Australia’s ninth largest city.

In the last decade we have moved from a city reliant on steelmaking, mining and heavy manufacturing, to a City of Innovation undergoing significant growth in areas such as advanced manufacturing, information technology, telecommunications, education and tourism. The City has a strong base in creative industries which will also provide future opportunities for growth.

Change is continuing as people, business and investment are being attracted to Wollongong and the lifestyle that it offers.

Within this environment of growth, we also recognise the crucial importance of protecting those natural assets which make our region unique and attractive, in particular the escarpment, our coastline and waterways and our other natural and human assets.

The City of Wollongong is now looking to its future. The Wollongong community has mapped out a new future for its region and for its people. The Wollongong Futures Plan embodies the approach that we will take as a community to achieve sustainable outcomes for the City and its people, for the environment and for the local economy.

Wollongong Futures

The Futures Plan is broad in its scope and impact, but at the heart of the Plan is our desire to develop a sustainable region.

"In the Year 2025, Wollongong will be a sustainable local government area, safeguarding the economic, social, cultural and environmental well-being of present and future generations."

Wollongong Futures is a strategic planning initiative that has helped us as a community to think about the future we want, to develop a shared vision, and to plan how to achieve it. The process has enabled us to determine the way we would like to see the City of Wollongong evolve over the next 20 years, and to identify the things we need to do to shape that future.

The development of the plan has been comprehensive in its approach. We have looked closely at all the dimensions of Wollongong as it is now, and have assessed its future potential. We have examined the economic, social, and environmental factors that will shape our future. We have looked at ways in which we govern and involve our community.

The futures review has been extensive. We have drawn on a wide range of research and analysis that has examined fundamental issues impacting on Wollongong’s future. At the same time we have involved our community

2 The name Wollongong originated from the aboriginal word Woolyungah meaning ‘Five Islands’.

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extensively in thinking about Wollongong’s future and how they want their own communities to evolve.

It is all part of the most comprehensive futures process initiated by any city in Australia.

The product of this work is a long term plan that will shape the future for the entire Wollongong Local Government Area. The Futures Plan provides a visionary framework for planning which works towards sustainable development in relation to our economy, our environment and the social well-being of our community.

This report takes the futures analysis to its final stage by combining the key research findings with the community inputs, in order to shape an operational strategy that links key outcomes and actions.

Focusing on Outcomes

The focus of the Plan is on delivering real outcomes that will shape our future and ensure that we are improving the quality of life of all our citizens.

The Futures Plan is not just a plan for Wollongong City Council and its own activities. The Plan is a comprehensive long term vision for Wollongong. Within its scope are desired outcomes that will require actions by government at all levels - state and national, and actions by business and the community.

As a Council, we will be working hard to secure the involvement of government (state and national), business and other regional stakeholders in delivering the plan.

The adoption of the Wollongong Futures Plan means that we now have a holistic and long term perspective on the initiatives that are needed to create a strong future for Wollongong. As such it will be one of the major long term directional documents that will help guide some of the other detailed strategies, plans and actions that are implemented by Council and other key stakeholders.

The Wollongong Futures Plan is a living document. It is designed so that the visions are re-visited every 5 years, reviewed and updated to reflect changing demographics, new community needs and emerging opportunities. We will track achievements and outcomes on an ongoing basis, through Council’s Strategic Plan and its Corporate Plan

Wollongong City Council is working hard to ensure Wollongong, “the City of Innovation”, grows as an attractive, progressive, inclusive city which follows the best practices in urban design, while also recognising, maintaining and restoring our many natural assets.

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2 The Wollongong Futures Process

2.1 Wollongong Futures

The underlying principles of Wollongong Futures are sustainability (secure and renewable resources, a strong social fabric and a healthy environment) and inclusiveness (a system of involved community governance, encouraging participation, communication and coordination).

The Wollongong Futures Project came about through community identification of the need to establish a vision for the City of Wollongong and an expressed desire for Council to commit to genuine community consultation and involvement in decisions affecting our city.

Wollongong Futures is a strategic planning initiative of Wollongong City Council involving the community in a visioning process. The wider community was asked to consider the future it wants for Wollongong, so that a shared vision and proactive plan to achieve it could be developed.

The exercise sought the input of people with wide ranging backgrounds and views, working in the spirit of seeking consensus. The final stage is the translation of the wider community aspirations for the future of Wollongong into an action plan that is specific, relevant, measurable, achievable, and supported by the allocation of funding and specific time frames.

The Wollongong Futures Project was linked to a major long term strategic planning initiative, the need to review the Wollongong Local Environmental Plan (LEP).3 The LEP sets the parameters for long term strategic land use planning, and has benefited from the comprehensive analysis and consultation that were at the core of the Futures Process.

At the outset, a series of clear aims were set for the Futures Project. The aims of Wollongong Futures were to:

• Establish a vision based on the principles of sustainability and inclusiveness to take Wollongong into the future;

• Formulate an implementation plan to achieve the vision; and

• Establish a monitoring and reporting process to evaluate progress.

To achieve these aims, the Wollongong Futures process was required to meet the following objectives:

• Create an overarching plan that will drive subsequent strategies and plans;

• Acknowledge the changing character of the City and proactively plan for it;

• Identify a range of key issues and subsequent strategies;

• Facilitate participation in all sectors (community, political and inter-agency);

• Identify and build on community values;

• Create general common ownership of plans, among key groups and stakeholders;

3 The current plan was the Wollongong LEP 1990 and was formulated in the late 1980’s. The new Wollongong LEP is being developed, with the Futures process being a major input.

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• Design and implement (contribute to) a decision support system;

• Develop indicators to measure progress; and

• Develop a reporting system that will flow back into the strategic plan.

These aims and objectives were achieved through a comprehensive process of research and analysis and community engagement.

This report takes the futures analysis to its final stage by incorporating all of the key research findings with the community inputs and aspirations, in order to outline an operational strategy that includes key actions.

2.2 The Process

2.2.1 Steps in the Process

A major strength of the Wollongong Futures Plan is the active participation in the planning process by key stakeholders. This has enabled the development of a series of collective visions for the future of our City, and a series of actions that promote sustainability.

There were a number of steps in the process and these involved extensive research, consultation and community involvement.

The process followed was based on the Oregon Model4, which was expanded to meet the specific needs of Wollongong.

The Wollongong Futures project had five phases, each of which asked one of the following questions:

• Phase 1: Knowledge Building - Where are we now?

• Phase 2: Knowledge Building - Where are we going?

• Phase 3: Visioning - Where do we want to be?

• Phase 4: Action Planning -How do we get there?

• Phase 5: Monitoring - How are we going?

As its starting point, a Community Values Survey5 was commissioned to identify what the people of Wollongong considered to be the strengths and weaknesses of the region and issues of importance for the City.

A comprehensive review was undertaken of existing research and strategies that related to long term development of the region. Some special research was also commissioned on aspects of the regional economy and its future. Work was also undertaken on issues related to the revitalisation of the Wollongong city centre.

The next step involved the CSIRO leading a series of visioning workshops with key stakeholders including residents, community groups, government agencies, the business community, Council staff and Councillors.6

4 The Oregon Model is a futures analysis framework that has 4 steps – Community Profile, Trend Statement, Vision Statement and Action Plan. See Ames, Steven C (Ed), A Guide to Community Visioning ( American Planning Association, Washington DC, 1998) P 9 5 Wollongong Futures: Community Values Survey IRIS Research June 2002 6 The work was undertaken by the Urban and Regional Futures Group of CSIRO Sustainable Ecosystems. Workshops were

held in 9 locations across the LGA. A comprehensive report was produced on the Workshop results. Wollongong Futures:

Community, Thematic and Council Visioning Workshops – Results and Analysis CSIRO 2003

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A Community Advisory Group (CAG) was established to develop and refine the visions further and ensure that the outcomes were representative of the work undertaken by the community visioning sessions.

Action Planning workshops were conducted with the CAG and key stakeholders in order to translate the visions into specific actions that could be measured and tracked over time. Potential lead and partnering roles were identified in this context in terms of implementation of major initiatives. A sustainability workshop was conducted as part of this stage in order to ensure that proposed initiatives were in line with principles of sustainability.

The following diagram summarises the process.

Futures Process

2.2.2 Active Community Consultation

A major strength of the futures process was its comprehensiveness and its capacity to engage a wide range of stakeholders during its different stages.

Community consultation comprised a series of visioning, action planning and sustainability workshops, and the activities of the Community Advisory Group (CAG).

The workshops conducted by CSIRO were held throughout the city and enabled residents to express their views, to identify key issues affecting their individual communities and the whole Wollongong LGA, and to communicate their visions and aspirations for the future development of Wollongong.

Workshops were also held with key stakeholders including community groups, government agencies, the business community, Council staff and Councillors.

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Starting from the Community Values Survey, workshop participants identified issues important to our future, community values and the trends influencing the City’s development. Linkages were identified between the issues, and all this information was combined and articulated as visions for Wollongong.7

The Community Advisory Group (CAG) ensured continuing community involvement in the project. The role and scope of the CAG was to:

• Represent the community (including stakeholders) throughout the process;

• Provide strategic direction and ideas to the project by actively participating in the various input workshop sessions developing the Visions and Action Plan;

• Review the outcomes of each of the key stages in the program;

• Approve the final product on behalf of the community (including stakeholders);

• Ensure that planning is followed through with actions and that the plan is implemented; and

• Provide links and feedback to the wider community.

2.2.3 Research and Analysis

As part of the process a wide range of research was commissioned to investigate key elements of the city’s future.

Core reports that were part of the Futures Process included the Community Values Survey conducted by IRIS (June 2002), Regional Economy Overview, Leyshon Consulting (June 2002); Community, Thematic and Council Visioning Workshops – Results and Analysis, CSIRO (2003) and the Economic Development Road Map prepared by Buchan Consulting (November 2003).

At the same time the project was also able to draw on and analyse a wide range of other research that was available. This included reports that were commissioned outside of the Futures Process by the New South Wales Government and others. The use of this research ensured that there was a strong empirical foundation for the future visions and actions that have been developed.8

2.2.4 From Visions to Action

A summary of the Futures Vision was produced in late 2003 in a short report.9 This report outlined the elements of the vision and was the foundation for the Action Planning Phase of the Strategy.

The Action Planning Phase concentrated on the identification and development of specific actions that would need to be undertaken to work towards our goal of a Sustainable City.

As part of this process, potential partnerships required to translate visions into reality, were identified. Identified were partnerships between Wollongong

7 Wollongong Futures: Community, Thematic and Council Visioning Workshops – Results and Analysis 2003

8 Some of the reports included Wollongong City Structure Plan: Economic Analysis August 2003, Hill PDA; Wollongong Cultural Industries Audit, Illawarra Regional Development Board 2000; Wollongong Economic Development Roadmap, Buchan Consulting November 2003. Cultural Policy Framework and Cultural Plan 1998-2003, Wollongong City Council November 1998; Social Community Plan 02/03-05/06, Wollongong City Council. 9 Futures – A Vision for Wollongong 2020, Wollongong City Council August 2003.

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City Council and other levels of government, non-government organisations, community groups, business and industry groups, and residents.

It was recognised by all involved that some of these actions could be implemented in the short term, while many others would be longer term initiatives.

A comprehensive suite of actions emerged after close to 2 years of extensive consultation covering the development of visions, the identification of actions and the defining of desired outcomes to achieve a sustainable city. These outcomes and actions are outlined later in this report.

As an important part of the action planning stage of Wollongong Futures, a workshop was held to review our actions and outcomes in line with the principles of 'Sustainability' and our desire to be a sustainable City by 2025. The Community Advisory Group later reconvened to review and sign off on final actions for the Wollongong Futures Plan 2025.

2.3 Guiding Principles

Underpinning the vision for Wollongong and the Futures Plan are a set of guiding principles and values:

• Our People: each person is equal and has a positive contribution to make. The rights and opinions of all are heard, valued and respected.

• Innovation: solving problems in creative, flexible and an imaginative way to meet the diverse needs of the community and build a better and sustainable community.

• Diversity and Inclusiveness: valuing differences that enrich our community and the positive contributions everyone can make in improving the quality of community life.

• Accessibility: removing barriers that encourage social and economic prosperity and equality of opportunity for all.

• Equity: integrity, fairness and justice.

• Planning: sound planning to anticipate future needs and to provide direction that leads to positive and sustainable outcomes.

• Community Participation: formation of interactive partnerships in the spirit of mutual growth and development, by the sharing of resources, skill and expertise, knowledge and enthusiasm.

• Communication and Consultation: that is open, honest, culturally appropriate and undertaken with integrity to enable informed decision making.

• Preservation: protection of natural environment and community assets, and respect for the sustainable use of our precious resources.

• Strategic Risk Management: evaluation of risks and long term benefits to the community, and accountability for management of resources

• Leadership: development of leaders to strengthen and enhance community outcomes.

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The Wollongong Futures Plan is a directional plan that will help guide some of the other detailed strategies, plans and actions that are implemented by both Council and other key stakeholders.

Partnerships will be vital to the achievement of the vision for Wollongong. Just as it has taken the combined efforts of individuals, community groups, the business community, state government agencies and Council to imagine our future to this point, the actions emerging from this process will belong to more than just Wollongong City Council. Indeed, everyone will have a role to play.

One outcome we are anticipating is that the community’s vision can be reflected in coordinated approaches between Council and other government and non government agencies, committing resources more efficiently and working together for a common cause in order to create the future we desire.

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3 Wollongong – Present and Future

3.1 Wollongong Now

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3.1.1 State of the City

Structure

Wollongong LGA has a unique structure. It is a linear city with urban development concentrated within a relatively narrow coastal strip between the Illawarra Escarpment and the Pacific Ocean. The LGA stretches for around 70 kms along the coast.

The proportion of urban land increases toward the southern half of the city with the northern suburbs characterised by limited development and restricted future development potential. The pattern of land use throughout the Wollongong LGA reflects the impact of geography, land constraints and Council’s Local Environment Plan (LEP).

This unique structure has lead to the development of several distinct areas of settlement to the North and South of the Wollongong City Centre. This includes residential clusters in Unanderra, Warrawong and Dapto in the South, and at Corrimal and Thirroul to the North.

As well as impacting on residential areas, the structure of the LGA has also influenced the location of manufacturing, retail and service employment. The pattern of development has also been affected by Port Kembla and by the large tract of land occupied by the steelworks.

There is a strong concentration of jobs in and around the Wollongong City Centre, with most of the higher level service employment located there.10 The steelworks and industrial areas adjacent to the Port account for a substantial part of manufacturing related jobs.

There are a series of retail centres located at Thirroul, Corrimal, Figtree, Warrawong and Dapto. These areas also include a range of local service businesses.

Social Issues

From a social perspective, the unique geography impacts on the accessibility of community and cultural facilities and the number of local facilities needed to serve an elongated community. It also has an effect on city cohesiveness, especially cohesion between its northern and southern communities.

Like many cities around the world, Wollongong is in a transition period from traditional industries to a more diverse economy. The changes also generate some significant social issues. These include:

• Economic impacts (unemployment, closure of traditional industries etc);

• Demographic trends (increasing gentrification, ageing population, and diversity);

• Changing social needs for persons who are disadvantaged (including housing, education, community services needs); and

• Social problems (including local crime, drug use).

The unemployment rate in Wollongong has declined from almost 14% in 1991 to 9% in 2001. The current unemployment rate in Wollongong (September 2004) is 8.0%, a decline from 9.4% a year earlier. However the

10 Recent analysis by Buchan Consulting shows that almost 50% of jobs are located in an area that includes the Wollongong City Centre and the immediate adjacent areas in the north, south and west of the City. Economic Analysis of the Wollongong Central City Area Volume 1 Report, Buchan Consulting December 2004

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rate still remains around 2.5 percentage points above the NSW unemployment rate. Unemployment rates are high among young people and there is evidence of withdrawal of older workers (55+ years) from the workforce and considerable under-employment. These persistent unemployment rates present major social challenges for the future.

A major continuing focus for the future must be on addressing these social problems.

Wollongong City Council has developed a comprehensive Social Community Plan which focuses on those groups in the community with special needs.11 These include: children and families, young people, older people, people with disabilities, Aboriginal and Torres Strait Islander people and people from culturally and linguistically diverse backgrounds.

Council works in partnership with government agencies and non government organisations to develop and implement programs that meet the needs of these groups.

The Environment

Wollongong has a unique natural environment that includes the Escarpment, coast, waterways and Lake Illawarra.

It is also a major centre for heavy industry, with associated challenges related to ongoing environmental management and improvement and the rehabilitation of industrial sites.

Wollongong City Council has taken a lead on environmental issues and a number of environmental strategies are being implemented currently.

A strong continuing focus on the environment must be a major element of Wollongong’s future.

There are major opportunities to develop new employment in environmental industries. There are possibilities to create “green jobs” through activities including environmental education; research into biodiversity in the escarpment, ocean and waterways; environmental management and rehabilitation; and bush care. Given our unique natural environment, the development of eco-tourism initiatives is another potential area of growth.

The Economy

Wollongong is at a critical point in its development. It has gone through a lengthy period of adjustment to the major contraction in employment in steel production and mining that occurred from the second half of the 1980's.

The recent analysis by Hill PDA for the Wollongong Futures project highlighted the major changes in employment patterns. These can be summarised as: a decline in mining and manufacturing employment; a growth in services (retail, health and community services) and knowledge based employment (including higher education, business services, creative industries)12; a net decline in employment opportunities, which has generated a dramatic increase in numbers commuting to Sydney for work; an increasing emphasis on higher order skills and experience, which in turn has reduced opportunities for entry-level workers; and an increase in the participation of

11 Social Community Plan 02/03-05/06, Wollongong City Council.

12 There has been significant growth in employment in education, which reflects the continued development of the University of

Wollongong.

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women in the workforce and the numbers in part-time and casual work.13 The analysis of industry and employment by Buchan confirms these trends.14

These changes in employment structure are significant and are highlighted when 15 year comparisons are made. Manufacturing’s share of employment has declined from 27.3% in 1986 to 15.2% in 2001. Property and Business Services increased its share of employment from 4.8% to over 10%. Education and Health and Community Services both had major increases in employment.

Labour force characteristics have changed in line with these new patterns of activity. These include: the skill level of the workforce has increased as reflected in the percentage of the workforce with university and other post secondary education qualifications; a changing occupational profile, with an increase in professionals and managers, a decline in industrial occupations and a substantial increase in clerical and administrative occupations.

While the growth in qualifications held by the workforce has been significant, Wollongong qualification levels are still below those of the Sydney metropolitan area on most indicators.

Current trends in regional population growth, residential development and the shifts in the employment base are changing the nature of Wollongong and are generating new demands for services and facilities.

A positive employment trend for Wollongong has been the growth in services employment, particularly the growth in knowledge economy activities.15 Wollongong is well placed to become a centre for the development of these knowledge based industries. The presence of the University of Wollongong is a major asset for the region and provides a foundation for future growth, particularly in research and development, through the development of the Innovation Campus.

Importance of Small Business

Small businesses play an important role in Wollongong. There are only a relatively small number of large employers, with 68% of businesses in the LGA employing less than 5 people.16

While this size pattern is broadly consistent with other regional areas, the development of small business will be an important consideration for future jobs growth. This is particularly the case in an environment where there is unlikely to be any significant increases in employment in large organisations in Wollongong. This situation places a major focus on future initiatives that can encourage growth in existing small and medium sized enterprises (SMEs) and on creating an entrepreneurial culture that generates the formation of new businesses.

An environment of innovation and business growth will generate new opportunities (across a wide spectrum including services, manufacturing and environmental industries), enable the retention of our brightest young graduates, develop the skills of young people and attract creative professionals.

13 Wollongong City Structure Plan: Economic Analysis August 2003. Hill PDA P11 14 Wollongong Economic Development Roadmap, Buchan Consulting November 2003

15 The knowledge economy is a term used to describe the newly emerging telecommunications/ information technology/ creative cultural content sectors. It also includes higher education (teaching and research), business services and finance.

16 Wollongong Economic Development Roadmap, Buchan Consulting November 2003 P 39. For a detailed analysis of businesses in the City Centre, including employment size see Economic Analysis of the Wollongong Central City Area Volume 1 Report, Buchan Consulting December 2004.

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Culture

Wollongong has a strong cultural base which provides a foundation for future development.

Cultural industries include businesses and organisations that are engaged in the production and sale of cultural products and services such as film and television / multi-media, music and entertainment, art and crafts, design (graphic, industrial, fashion), museums and galleries, indigenous arts, publishing, advertising and architecture.

The University and its partnership with Wollongong City Council, also provide the opportunity to enhance the City's cultural industries.

3.1.2 Regional Role – Illawarra and South Coast

Wollongong is the major population centre in the Illawarra Region and dominates the broader region that includes the South Coast.

With a population of 181,612 (in 2001) Wollongong accounts for 70% of the Illawarra region’s total population (259,511). Wollongong’s population is larger than the combined population of the South Coast Region.

As well as being the major population centre, Wollongong is the key regional centre for manufacturing and for higher level services including business services, education and technical training, health services, and cultural and community facilities and services.

Wollongong’s future is contingent on continuing as the “regional capital” for this broader region.

3.1.3 Relationship with Sydney Metropolitan Area

From an economic and social perspective it will be important that Wollongong does not become an “outer dormitory suburb” for Sydney. A diverse and vibrant local economy that is offering an increasing number of quality jobs is fundamental to the City’s future.

The close proximity of Wollongong to the Sydney Metropolitan area is both an advantage and a constraint.

Close proximity to Sydney means that a large number of people live in Wollongong and commute to jobs in the Sydney metropolitan area. It also means that students are able to travel daily to the University.

There are some leakages from the region in terms of retail spending and entertainment and cultural spending.17 Proximity may also limit the capacity for some services to develop as they face competition from metropolitan based providers.

Continuing pressures in the Sydney area also impact on Wollongong.

Accelerating housing costs in metropolitan Sydney have meant that some people have moved into the Wollongong housing market, where house prices have been seen as more affordable.

The changing coastal locational preferences of “baby boomers” make Wollongong an attractive location because of the quality of its coastal environment, housing affordability and access to Sydney.

17 For example, the Wollongong Cultural Audit showed that 50% of cultural and recreational spending by Wollongong residents is spent outside of the region, mainly in Sydney.

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Continued high residential prices, congestion factors and environmental pressures in Sydney will favour new housing development in the regions, including Wollongong.

Housing development proposed for Wollongong will also have an impact on the future of the region. The developments at Calderwood and West Dapto are designed to provide additional affordable housing that is suitable for families.

From a sustainable communities perspective the growth in population will increase the requirements for additional employment opportunities in the region. There will also be a requirement for enhanced cultural and social facilities and services, and a need to manage environmental impacts. I

There are other pressures that will need to be carefully managed. Limited open space and land suitable for development will mean that strong conservation planning must be followed if the quality of life and natural environment are to be valued. Key issues including water availability, waste, energy and vehicle use need to be considered.

3.2 Wollongong’s Future

3.2.1 Outlook

Strengthening the Regional Role

The outlook for the region is for continued population growth with Wollongong having a projected population of 206,600 persons by 2026.18

The long term rate of population growth in the adjacent coastal municipalities is even faster than in Wollongong, and they will increase their regional population share over the coming decades. However because of its size, Wollongong will still remain the dominant population centre.

With the significant population change occurring in the region, it is fundamental to Wollongong’s future that it continues to play its broader regional role.

Wollongong is the regional capital and this role needs to be strengthened over time. With the increased population growth in the adjacent municipalities, it will be important that the city reinvents itself and is able to become the regional hub for knowledge based services (including business services, finance, education, research and development, environmental industries) and health services. It also needs to be a vibrant centre for retail, entertainment and cultural industries.

Actions will be required across a range of policy areas to strengthen Wollongong’s future as a major regional centre.

18 The projections for population change between 1996 and 2026 are for: Wollongong's population to increase by 23,100; Shellharbour’s population to increase by 25,700; Kiama’s population to increase by 6,400. In the broader region, Shoalhaven’s population is expected to increase by 45,500.

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Building on Advantage

Wollongong is now being recognised for its assets, as people are discovering its location, accessibility, environment and lifestyle.

The following have been identified as key strengths of the area:

• Location (proximity to Sydney);

• Accessibility (established road, rail and port infrastructure providing links to national and export markets);

• Deep water harbour;

• Lifestyle (natural environment, housing quality and amenities);

• Services (quality of education and health);

• Availability of skilled and stable workforce with multi lingual ability;

• Market size (large enough to support a range of business service providers ) and access to the Sydney market; and

• Strong institutions (Wollongong University, TAFE and health and medical services).

Wollongong residents are attuned to the environmental advantages of the area, as reflected in a variety of community surveys. Quality of life and the natural environment are major draw cards for an educated and creative workforce.

Wollongong rates highly on some of the factors that influence relocation decisions by business people and professionals.

Wollongong is also viewed as having assets that make it a good place to set up and operate a business. The key advantages include: access to a skilled and stable workforce with multi-lingual ability; road, rail and port infrastructure providing links to national and export markets; location within an hour of the Sydney metropolitan market; and being a large enough area to support a range of business service providers.

Wollongong needs to make the most of all of these advantages in the future.

Constraints inhibiting the development of Wollongong relate to a perceived lack of a coherent economic development strategy; inadequacy of infrastructure (central city, road, rail, telecommunications); limited available industrial land and higher quality commercial space; and concerns about the industrial relations climate. Limited hotel and conference facilities are major inhibitors to the business tourism market. The city centre is seen as requiring refurbishment and revitalisation.

To achieve its full potential, Wollongong will also need to tackle these constraints.

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3.2.2 Key Future Drivers

Wollongong does not exist in isolation and will be influenced by international, national and local trends. There are a number of factors that will be driving Wollongong’s future. These include:

Population Factors

• Regional population increase (including the development of West Dapto) and its effects on the demand for new housing and infrastructure. This population increase will provide a boost to the construction sector, while also increasing the demand for a wide range of services from retail through to education, health, culture and social.

• An ageing population and its effects on the future pattern of demand for services (including health, community services, retail, recreation, cultural services).

Development Trends

• Revitalisation of the Wollongong City Centre and other centres within the local government area, including the conversion of “brown fields” sites from current industrial uses.

• The Innovation Campus and the attraction of research and development centres to Wollongong.

• Future development of the Port and its impact on support industries and manufacturing.

• Improvements in regional transport and telecommunications infrastructure and their impacts on business, the community and the environment.

• Pressures on resources and the need to make lasting improvements in the environment.

Industry Trends

• Global trends in core industries in the region including steel making and engineering industries and development of new export markets.

• Technological change and its impact on industries in the region.

• Impacts of business growth in the region on the demand for business services.

• Continued growth in the creative industries.

• Growth in tourism activity.

• Importance of environmental factors and the development of environmental industries.

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3.2.3 The Challenges We Face

Securing a Balance

Wollongong faces a number of future challenges. These include:

• Managing and improving our environment – the natural environment and built environment;

• Resolving social problems within the community;

• Securing a higher rate of business and job growth in existing and emerging industries; and

• Developing our cultural and community resources.

The key challenge for the future is achieving a balance across these areas and securing growth that is sustainable in all its dimensions.

Through active policies by Council, the State Government and other regional partners, there is the potential to meet these challenges and to create a new and vibrant future for Wollongong.

An important part of being a sustainable city will be to achieve growth in new industries.

At the same time a balance will be achieved with sustaining and improving our environment, both natural and built.

Growing the Economy

Wollongong faces a major economic challenge. The Buchan Report with its Economic Development Road Map identified 4 basic pillars of a long term development strategy for the region. These were: Growing the Economy, Changing the Place, Changing Attitudes, and Developing Skills. It also emphasises the need to integrate environmental, social and economic development policies. These pillars may be summarised as follows:

Growing the economy – involves programs to expand markets of existing industries, developing new enterprises and attracting businesses and organisations to Wollongong.

Changing the place – involves programs that improve the infrastructure for living and working including central city re-development, housing development, waterfront development and business infrastructure, land use planning, zoning and industrial land development, and developing local communities.

Changing attitudes – involves marketing and communication programs designed to change external attitudes about Wollongong as a place to live, work and invest. It also includes initiatives to gain internal commitment to the future vision of Wollongong.

Developing Skills – involves activities to build the skills base of the region through education, training and programs to develop an innovative culture that can support a knowledge based economy.

The Road Map also identified the importance of the environment in the region – preserving and enhancing those aspects of the physical environment which contribute to the quality of life that Wollongong offers.

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The Economic Road Map

Growing the Economy • Business development • Business attraction • Industry clusters • Major projects

Outcomes Sustainable

Jobs Industry

Investment Environment

Developing Skills • Knowledge economy • Innovation • Education • Training

Changing Attitudes • Leadership • Internal/external • Regional marketing

Improving the Place • Infrastructure • City centre redevelopment • Neighbourhood development • Industrial estates • Major development projects • Environmental projects •Sense of identity and distinctiveness

3.3 Shaping our Future

Wollongong’s future is going to be shaped by the strategies and policies implemented by governments at all levels. These include the Sydney Metropolitan Strategy, Illawarra regional strategies, and strategies implemented by Wollongong City Council.

3.3.1 Sydney Metropolitan Strategy

The future growth of Wollongong needs to be considered in the context of the Sydney Metropolitan Strategy. This is a strategy being developed for the Greater Metropolitan Region (GMR) of Sydney by the Department of Infrastructure Planning and Natural Resources (DIPNR) as part of a whole of government approach.

The Greater Metropolitan Region (GMR) extends from Port Stephens in the north to Kiama in the south and has the Great Dividing Range running down its western edge. It comprises the Sydney region together with the Central Coast, the Lower Hunter and the Illawarra.19

19 Sydney Metropolitan Strategy Website www.metrostrategy.nsw.gov.au

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The Greater Metropolitan Region had a population of 4.9 million people in 2001.20

The strategy is looking ahead for 30 years to enable planning of future housing, employment and infrastructure and to ensure sustainability in development. It will guide major decisions and plans by State and Local government and inform private sector investment.

Elements of the Strategy which impact on Wollongong and the Illawarra Region include the Centres Policy and the development of Regional Strategies.

The Centres Policy is a key part of Metropolitan Strategy. It focuses on ensuring that areas have an appropriate mix of homes, jobs, services (such as retail & recreation) and other activities. This is aimed at increasing the use of public transport, maximising the use of existing infrastructure and helping to generate local jobs.21

The NSW Government has identified seven centres in Sydney's west and four regional centres that form the basis of the Centres Policy.22 Wollongong is one of these centres. The strategies recognise that most of the employment growth will occur in services, with manufacturing growing but representing a declining share of jobs.

The strategy also acknowledges that there are some significant development challenges in the regions. In the case of the Illawarra, the last areas for urban development have been identified as West Dapto and the Calderwood Valley. These areas require investment in infrastructure and are currently the subject of major planning activity.

3.3.2 Illawarra Regional Strategy

Wollongong plays a key role in the Illawarra region and also has an impact on the South Coast.

As part of the GMR strategy, regional strategies are being developed by the State Government for the Illawarra, the Hunter Region and the Central Coast.23

These strategies recognise the complementary roles that the regions play to the Sydney metropolitan area, while at the same time recognising the need to strengthen the regions.24 These strategies take into account development trends, environmental issues, and the structure of the regional economies.

Wollongong will be a major player in the development of the Illawarra Regional Strategy.

20 Metropolitan Sydney is almost 80 per-cent of the population of the GMR, or 3.8 million people. The Central Coast (approx 300,000 people) and Illawarra (approx 270,000 people) are closely tied to Sydney, each with a little over five percent of the total GMR population. Lower Hunter has around 10 percent or approximately 490,000 people. 21 Planning for a Better Future, Discussion Paper, Sydney Greater Metropolitan Region , DIPNR September 2004 P3 22 The regional centres are Wyong, Gosford, Wollongong and Newcastle. The metropolitan centres in Western Sydney are: Fairfield, Bankstown, Parramatta, Blacktown, Penrith, Campbelltown and Liverpool. 23 These strategies are being developed by the Department of Infrastructure Planning and Natural Resources with input from local government. These strategies will be completed during 2005 24 Planning for a Better Future, Discussion Paper, Sydney Greater Metropolitan Region , DIPNR September 2004 P12

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3.3.3 Wollongong Strategy

This Wollongong Futures Report sets the framework for strategies to improve Wollongong and its long term prospects. The vision for the future and the actions required are outlined in the remainder of this report.

Improving our future requires a mix of policies covering: land use planning, environmental management, infrastructure development; services provision, economic development and social policies.

Environmental considerations must also be important parts of the Illawarra Regional Plan and the Sydney Metropolitan Strategy.

Implementing the strategies to realise Wollongong’s future is not just the province of Council, but rather it involves partnerships with business, government agencies and other key stakeholders. However Council representing its community needs to provide the leadership to bring all the elements of these strategies together.

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4 The Future Vision

4.1 Wollongong 2025– A Sustainable City

The following summarises what Wollongong would be like in 2025.

Vision for 2025

Wollongong is a sustainable community, with people who are active, healthy and content. We all feel safe and connected to others.

We enjoy a range of lifestyles and people. Environmentally responsible businesses are supported and successful. All our waste is turned into resources. A green network will connect the escarpment and the sea, connecting our everyday lives with the natural world.

People are able and willing to participate in city issues and feel they can make a difference. There are high levels of community involvement, people respect the views of others and are proud to live in the City of Wollongong.

Our management of water and energy resources is cutting edge and our air quality supports good health.

Wollongong has connected public transport and communication systems that provide fast, effective services to the whole city. It is integrated, environmentally responsible and ground-breaking in its design.

Our town centres are thriving places to live, work and play. Public facilities and places teem with people – the streets are alive and vibrant.

4.1.1 Defining a Sustainable City

A sustainable community can face the future with confidence because it has a secure and renewable supply of resources and a healthy environment, it has a vibrant regional economy that generates employment opportunities, and has a strong social fabric and active community life. This is a major focus of the long term vision for Wollongong.

Wollongong Futures has developed a coherent vision for the City’s future.

Sustainability is the defining feature at the core of the vision for this future, with the Futures Plan focused on Wollongong becoming a sustainable community.

This sustainability approach is holistic and takes account of the interrelationships between economic, environmental and social factors in seeking to secure a balance and the best possible quality of life outcomes for all of our community.

Sustainability is about living within our means. It involves managing our use of resources and balancing environmental, economic and social outcomes.

An integrated approach to sustainability must take account of Wollongong's investment in social and cultural capital including the viability of its community relationships and values.

Achieving this balance is often referred to as the Triple Bottom Line. When corporate governance is added to the equation we have what is called the Quadruple Bottom Line.

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The focus of sustainability is on ensuring a healthy, productive, and meaningful life for all our residents, both present and future.

A city is becoming more sustainable if it is reducing its resource input (land, energy, water, material) and its waste outputs (gases, liquids, solid wastes) while simultaneously increasing its liveability (health, employment, community activity, leisure activities, public spaces, land, pedestrian accessibility).

4.1.2 Local Action on the Environment

Sustainability issues have been recognised at a global level. The UN Agenda 21 plan outlined the steps local governments can take to achieve sustainability. The plan called for a "Local Agenda 21 Plan" to be prepared by all local governments.

The 1992 Rio Earth Summit coined the phrase "think globally, act locally". The Local Agenda 21 Plan aims to establish processes at the local government level that will serve to integrate economic, social and environment considerations into decision making. The main aim is to involve all levels of the local community in decision making and action, and in so doing translate the principles of sustainability into strategies and projects that are meaningful for those specific communities.

The uptake and inclusion of sustainability into local communities and governments has been slow and as a result the United Nations Earth Summit in Johannesburg in 2002 took a more aggressive approach. It moved to change from planning to action and the new term is Local Action 21. It has called for all governments to prepare definitive action plans to ensure on ground works are achieved to deliver an accelerated implementation of sustainability25.

Sustainability issues have been recognised as important in Wollongong, with Wollongong City Council being active on all aspects of environmental issues through the development of environmental action plans, completion of a number of audits and implementation of a wide range of environmental programs.

4.1.3 A Framework for Decisions There are a number of aspects of decision making within this sustainability framework. These include:

• Considerate and careful – ensuring decisions have had a full assessment of options, based on the best available knowledge while still recognising the gaps in our knowledge and adopting a precautionary approach.

• Holistic – recognising the interdependence between society, the economy, the environment and between the systems within council.

• Innovative – seeking new and creative ways of reaching objectives.

• Forward looking – recognising that today’s actions will affect the future safety of people.

• Outward looking – recognising that Wollongong is part of a larger region and nation, and developing strategic partnerships with other organisations.

25 The methodology used in the Wollongong Futures Process, the framework and the directions outlined in this report are consistent with the Local Action 21 approach.

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4.2 Strategy Directions

4.2.1 Visions for the City

The Futures process has generated ten visions or strategic platforms, each of which describes an aspect of the life in Wollongong now and into the future. These visions were developed through the Wollongong Futures community consultation process and were refined in the action planning stage of the project.

These visions were further refined to be grouped under 4 strategy themes for Wollongong:

• Living City – urban environment, local communities, natural environment policies, lifestyle

• Innovative City - regional economy, cultural industries

• Connected City – transport, telecommunications

• Inclusive City – social plan, equity, governance, community engagement

These themes take account of the 10 community visions (or focus areas) and link them together in a more coherent way. The four themes and what they cover are outlined in the table below.

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Strategy Themes

Visions

Living City Developing a

progressive and quality urban environment for people








Innovative City Supporting and

developing the regional economy




Connected City Facilitating and

integrating movement


Access to high speed telecommunications


Inclusive City Access, equity, utility Wollongong will be a local government area

that will be accessible on all levels to the whole community. In the future, Wollongong will consider access, equity and utility in all that it does and strives to achieve.



The themes, policies and actions that are linked to each are discussed below.

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4.3 Living City

The Living City theme covers key elements of a sustainable city focusing on the natural environment, the built environment, local communities and access to lifestyle services.

A core value embodied in a Living City is improving the quality of life for residents.

A Living City is a dynamic city that places an emphasis on sustaining the environment, producing a quality living environment, developing safe local communities and delivering facilities and services that enhance an active lifestyle.

LIVING CITY

Vision Statements (4) Sub Themes Some Key Activities

Developing a progressive and quality urban environment for people


- Progressive environment - Design excellence - Strong sense of place - Quality built environment - Environmentally sensitive planning - A planned city/suburb/ neighborhood hierarchy - Open space -High quality of life

- Urban environment management - City Centre revitalisation - Housing strategy - Open space policies - Heritage policies - Places for community interaction and cultural activity



-Safe communities - Increasing accessibility - Facilitating interaction - A village feel - Planning communities - Active place

management - Community

capacity building

- Community development - West Dapto development - - Local planning policies - Place making - Precinct identity programs



- Protecting the natural environment – Designing a human environment - Managing the escarpment, lake and coast - Improving quality of life - Maintaining ecological integrity

- Escarpment Strategy - Coastal Strategy - Lake Strategy - Environmental programs - Community education programs



- Improving recreational assets - Respecting the

natural environment

- Developing our cultural assets - Improving our sports assets

- Cultural Strategy - Development of sports and

recreation facilities - Facilities marketing - City centre promotion - Tourism development

Note: Key activities are illustrative of the type of actions that are included in each policy theme

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4.3.1 Developing a Progressive and Quality Urban Environment for People

Wollongong will foster thriving urban areas with innovative development that is based on principles of design excellence and that contribute to a strong sense of place throughout the local government area.

Wollongong will be known as a progressive local government area with a high quality and environmentally sustainable built environment and a thriving city centre, complemented by its suburban centres and neighbourhoods. A major emphasis will be placed on harmony with the natural environment.

To create an innovative and thriving region, Wollongong will employ the latest technology and develop new ideas around urban (and suburban) development.26

Strong principles of design excellence combined with environmental sensitivity and cultural awareness will drive all development in the region.

The celebration of heritage values, diverse cultures and the retention of open space will also contribute to a strong sense of place and identity throughout the urban environment. There will be strong engagement with the local community in visioning and designing distinctive precincts and active city centres.

The challenge is to ensure that urban development takes account of: the city’s built and industrial heritage; its landscape, particularly the powerful presence of the escarpment and the ready access to the highly valued beach; the walkability, scale, history, cultural traditions and corner shop focus of many of the original villages; and the importance of good design and an attractive aesthetic.

There are a number of dimensions to future planning and design of the urban environment.

• “Smart” urban growth is the solution advocated by urban planners in response to concern about sprawling suburban development. This entails changing existing zones to encourage multiuse land development patterns that make it possible to work, shop, and go to school within walking distance of people’s homes, supported by a range of transport options.

• Include open space and green corridors between areas of population concentrations.

• Encourage physical activity through use of grid street patterns that provide a range of direct & alternate routes, rather than cul-de-sac street patterns that make journeys longer and may foster car dependency.

• Ensure that the planning of areas provides opportunities for incidental physical activity – local shops to walk to in the suburb, walking distance to public transport, provision of welcoming and safe footpaths and cycle ways (i.e. designing communities around people rather than cars).

• Provide measures that make walking safer - paved footpaths for the elderly and for prams, adequate lighting, developing and promoting walk-to-school programs, and reducing traffic speeds.

• Social cohesion is associated with mental wellbeing. What is needed are places and spaces to come together as families and communities. Green spaces and facilities for cultural, sporting and spiritual development have

26 These principles are being applied in the master planning process underway on West Dapto.

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been shown to promote a greater sense of community, reduce violence, and improve mental health.

• Undertake research to determine the impact that changes in the built environment can have on health. Traffic studies to ensure road capacity can support new growth and to assess the impacts that increasing numbers of cars have on air quality.

• Build communities that will suit residents throughout the life cycle – not just focus on the needs of one group over another (eg. needs of young families and older persons must be met).

• Encourage small businesses in local communities. Local businesses and services mean that people (especially elderly and less mobile) can walk there and interact with their neighbours.

• Use local consultations to determine community preferred futures.

4.3.2 Developing Local Communities

Wollongong’s future vision includes the development of vibrant local communities.

People place a high value on the quality of their neighbourhoods. They identify strongly with and have an interest in the pattern of development of their own local area.

Local communities are places that reflect the local people who live in them, their character, atmosphere, heritage and vision. Most importantly, they are the places that people call home.

Local communities (villages, neighbourhoods and other places such as the city centre) will be places that are safe, healthy and accessible, where people can identify, interact and connect with each other.

With its cultural diversity and geographic spread, Wollongong has many neighbourhoods and places that already have their own distinct local village feel.

Through strategic planning, project implementation and place management, Wollongong will foster and develop these local village neighbourhoods to the fullest potential.

Wollongong City Council will encourage community capacity building projects and a celebration of our cultural diversity and creativity.

In order to improve quality of life and to ensure that people on the streets feel secure and personally safe, cities must become more liveable places. Successful public spaces, in city centres as well as in the suburbs, are flexible and popular; they are seldom empty.

Strategies encouraging diversity of use, at both night and daytime; public and private sector investment; conspicuous care and management; entertainment and variety of experience are the building blocks for 24 hour spaces for people.

Community networks are also an important part of local communities. Councils must work with local communities to develop social capital by supporting community networks, civic participation and fostering a strong sense of community identity through cultural distinctiveness.

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The shaping of a new community is taking place with the development of the master plan for the West Dapto land release. This area offers an ideal opportunity for the Council to plan development on environmental principles and to pilot innovative water, waste, transport, housing, energy and community projects.

4.3.3 Valuing and Sustaining the Environment


Wollongong as a community recognises that it is part of the natural world, and is acutely aware of the value of preserving the environment upon which it depends.

Wollongong is famous for its unique natural environment, in particular the escarpment, Lake Illawarra and the coastal areas. These three features are vital contributors to the quality of life of our community as the lifestyles of a large percentage of the population are either focused around or affected by them.

As it develops, the City will take account of natural ecosystems in innovative ways that: improve water, air, and soil quality; protect and expand habitat for all forms of life; use resources such as energy, water and other materials efficiently and responsibly; minimise waste; and that respond to the issues posed by hazards such as bushfire, landslip, coastal processes and flooding.

The focus of all of these activities is to continually improve the ecological integrity of the region and its natural assets.

Protection of the environment will be provided in a way that serves the needs of people and communities as well as the environment.

• In the future our escarpment will be free from weeds and pests, and visitors will be able to visit without damaging the eco-systems. A continuous green network of streams, bush and open space which joins the escarpment to the sea will provide fish, birds and wildlife with the range of habitats they need to survive and opportunities for people to enjoy the natural environment. The Council will encourage quality, well-designed medium density housing as a way to offer affordable housing while stopping urban sprawl into our natural areas.

• In practical terms Wollongong needs to become more energy efficient and generate more energy from renewable resources. Council will complete a greenhouse gas emissions inventory for the city that will allow us to set a reduction target and decide on appropriate actions. Community involvement will be crucial to its success.

• Council is working towards achieving zero waste to landfill by 2020. The plan addresses the collection, re-use, recycling and residual disposal of litter, domestic collection, and illegal dumping. It also contains targets for Council’s in-house waste management and education programs for residents.

• Our waterways, including Lake Illawarra, will be carefully managed.

An ongoing process of monitoring and review of environmental outcomes will be undertaken.

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4.3.4 Enhancing our Community's Lifestyle

The lifestyle of the Wollongong community will be enhanced by having access to the natural, cultural and recreational assets of the area.

A high quality lifestyle is dependent on safe access to places and facilities that promote health and wellbeing, and that allow and encourage people to pursue a range of leisure, recreational, learning and cultural experiences that they believe add value to their life. Both community and private assets contribute to the provision of these opportunities.

• Natural assets include: fauna and flora in urban areas, bush land, wetlands, foreshores, the escarpment, creeks and water courses.

• Cultural assets include cultural organisations and groups, European and Aboriginal heritage sites, libraries, performing arts centres, museums, art galleries, multicultural centres, and other cultural facilities such as community halls. It also includes such things as the village character of sites, local cultural and community activities, organisations and events.

• Recreational assets include such things as sporting fields and clubs, playgrounds, public open space, swimming pools and leisure centres.

The continual improvement of these assets and services, in both the private and public sectors will enable the city to respond to the changing lifestyle requirements of its community. At the same time these improvements will extend opportunities to those who have previously experienced difficulty in accessing these facilities.

Many local communities are active in social and cultural events, activities and organisations which play a vital role in enhancing their quality of life, social wellbeing and diversity of opportunity. Wollongong Council will encourage community capacity building projects and celebrate our cultural diversity and creativity.

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4.4 Innovative City

The Innovative City strategy theme covers the two vision statements of: Supporting and Developing the Regional Economy and Embracing Creativity and Cultural Identity.

An innovative city is one that has a vibrant and growing economy, is developing new opportunities, creating wealth and generating new jobs. It is a city that also places an emphasis on culture, creativity and ongoing learning.

Wollongong aims to become a strong regional business hub and a centre for culture and creative endeavour.

INNOVATIVE CITY

Vision Statements (2) Sub Themes Some Key Actions

Supporting and developing the regional economy


- Ensuring a sustainable economy - Increasing local employment opportunities - Building a diversified economy - Encouraging emerging industries - Increasing investment -Developing skills - Boosting innovation and

technology - Developing green jobs - Environmental industries

- Economic development strategy - Business development - Investment attraction - City centre retail and commercial development - Innovation Campus - Port Development - Education and training - Tourism strategy - Creative Industries

Plan - Development of

environmental industries



- Developing the cultural precinct - Improving urban design - Encouraging creativity and , identity - Developing the creative industries

- Cultural Plan - Creative Industries Plan - Learning city initiatives - Cultural Facilities Plan - Public Art Policy


4.4.1 Supporting and Developing the Regional Economy


Regional economic development is fundamental to Wollongong’s future. Future sustainable employment opportunities are dependent on the creation of a strong and vibrant local economy.

The region will be influenced by national and international economic trends, changing technologies and shifting market opportunities.

Opportunities in the regional economy will arise through the continued development of high value added manufacturing and the encouragement of emerging service industries.

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Wollongong will build a new economic base through diversification of its local economy.

The development of investment, business and jobs will require both hard and soft infrastructure.

Hard infrastructure refers to physical infrastructure including transport, communication and buildings. Soft infrastructure includes access to venture capital and investment in people through skills development.

A key issue for a sustainable future is the expansion of the number of jobs in the city centre and encouragement of new employment opportunities in the other urban centres in the LGA. It will be important to ensure a faster rate of job growth to absorb an expanding workforce, to reduce commuting to Sydney and to ensure that long term unemployment rates decline.

It will be important that Wollongong extends its role as the “regional capital”.

The areas with the greatest capacity to deliver growth in jobs are in the services sector. These include: business services (including ICT), retail, hospitality, health and community services, education, creative industries, tourism and environmental services. However manufacturing will also still remain important to the region.

Achieving future employment growth will require actions by a range of organisations and stakeholders in both the private sector and the public sector. Job growth will come from a variety of areas: the expansion of existing business and organisations; the attraction of new businesses or organisations into Wollongong; and new businesses that form in response to population growth and identified new service and product needs.

Several major long term projects will have important impacts on future employment.

The Innovation Campus is forecast to attract up to 3,000 persons when the Campus is fully developed over a 10-15 year period. The development of a container terminal at Port Kembla has been forecast to create 1,500 jobs in port related functions, in expanded local manufacturing and in new businesses establishing in the Illawarra. The expansion of health services and the Health Precinct in West Crown Street will generate more jobs in the City Centre.

The development of skills through education and training and the creation of employment opportunities for young people are also major issues.

In the knowledge economy, skills development is fundamental. An active approach to education and training will be required to ensure that the workforce has the necessary professional and trade skills to support these new activities. At the same time there is a need to ensure that we are able to retain skilled young people and professionals by offering them the opportunities that a growing economy provides.

The growth challenge will involve: diversifying the regional economy to broaden its base; ensuring metals and engineering companies can develop broader markets; consolidating the CBD as a centre for services including retail, entertainment and creative industries; developing the health precinct; developing new activities including environmental industries and ensuring that the region is seen as an attractive place to live, work and play.

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4.4.2 Embracing Creativity and Cultural Identity


Wollongong will have a vibrant, cultural precinct with a well resourced and lively cultural infrastructure (including the Art Gallery, Performing Arts Centre, and Entertainment Centre) that makes it the creative heart of the Illawarra region.

The city has a rich history of diversity and innovation and is in the process of establishing itself as a centre for creativity in the international arena.

The city has a significant arts education and training sector which includes the University of Wollongong Creative Arts Faculty; the University's Innovation Campus; North Wollongong TAFE; the Conservatorium of Music; the Performing Arts High School; 313 Wollongong City Employment and Training (WCET) Centre; Wollongong West TAFE; and Future World. The city has made connections between creativity and technology and continues to position itself as a City of Innovation.

The city will integrate urban design and public art that reflects and celebrates local stories, experiences and aspirations, across precincts in the LGA.

Wollongong’s unique cultural and social heritage is an asset to protect and promote as an integral part of the city's identity. Wollongong will continue to encourage local communities to express and celebrate their creativity, identity and place, through organisations, activities, services and funding support.

Wollongong will continue to celebrate the diversity of its culture through community festivals and events.

In 2003 84.9 per cent of Wollongong residents said they believed that: "A vibrant and diverse cultural life is important to a growing city". However, only 57.8 per cent of residents thought that: "compared to other cities I've been to, Wollongong has vibrant cultural life "Wollongong City Council, 2003 Community Survey. IRIS Research Limited, May 2003

An audit of the city's existing cultural facilities shows that in order for Wollongong to take up a place in the world (both economically and creatively), further investment in its creative industries and cultural infrastructure is needed. Creative industry investment can: create jobs, attract inward investment, retain skilled young people in all fields, increase urban amenity, attract cultural tourism, and showcase Wollongong as centre of excellence.

Wollongong will embrace creative industries as an essential part of sustainable development within a contemporary knowledge economy. This will include initiatives to encourage the development of new creative businesses and training for young people.

Council will work collaboratively with community organisations, the education sector and individuals in Wollongong to build social capital through cultural expression, cultural development projects and the growth of cultural organisations.

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4.5 Connected City

Improvements in transport and communication are a fundamental part of Wollongong’s future.

A connected city is one that plans and integrates all its transport modes (for moving people and goods) to ensure an efficient, safe and clean transport system that links all the key areas of the region.

These include the key activity areas of the Central City, the beaches, regional centres in the North and South of the LGA, the university, tourism facilities, employment precincts and community facilities.

In the long term, Wollongong has the opportunity to reduce reliance on cars and develop more flexible public transport options.

Wollongong will continue to have an industrial role and has the opportunity to expand in port related activities. This pattern of development will require integrated freight planning (sea, rail, road), development of new infrastructure and traffic management.

A connected city also has high quality telecommunications that provide speedy access to digital information.

CONNECTED CITY

Vision Statement (2) Sub Themes Some Key Activities

Facilitating and integrating movement


- Integrated transport - Safe, affordable, convenient public transport - Improving roads - Providing parking - Freight interchanges - Encouraging cycling/walking

- Integrated transport planning - Transport infrastructure - Rail upgrades

Access to high speed communication links


- Improving telecommunications

- Ensuring access to high speed broadband

- Telecommunications services

- Broadband access


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4.5.1 Facilitating and Integrating Movement

Wollongong will have a well-planned, coordinated and clean transport system that provides access to all relevant localities of the local government area in a safe, convenient and affordable manner.

The transport system refers to public and private transport and the hard and soft infrastructure that facilitates the movement of goods and people. The hard infrastructure comprises physical infrastructure including roads, rail and parking facilities. It also includes the soft infrastructure (such as safety systems, transport marketing, transport management systems) that ensures a well operated transport system.

Wollongong will have a well planned transport system that makes it a fully Connected City. This will require appropriate land use planning, traffic planning and the development of infrastructure including the upgrade of rail and road systems and transport and freight interchanges.

The promotion of public transport, cycling and walking together with the implementation of new technologies, which provide non polluting public transport, will contribute to cleaner transport for Wollongong.

4.5.2 Access to High Speed Telecommunications

Wollongong will have access to high speed telecommunication networks.

A Connected City has good telecommunications, including broadband links into business and residential areas, which provide the foundation for information flows and for the efficient operation of businesses.

Telecommunications are the “transport channels” for information and the foundation for knowledge based activities, now and in the future.

Wollongong will ensure that it has access to high quality communications infrastructure and high speed broadband access throughout the city.

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4.6 Inclusive City

An Inclusive City places a major emphasis on access and equity.

An Inclusive City is one where there is active engagement between local government and the community and a strong sense of participation and partnership.

Wollongong will strive to be an Inclusive City in all its dimensions.

INCLUSIVE CITY

Vision Statements (2) Sub Themes Some Key Activities

Access, equity, utility

Wollongong will be a local government area that will be accessible on all levels to the whole community. In the future, Wollongong will consider access, equity and utility in all that it does and strives to achieve.

- Ensuring accessibility to services - Maintaining affordability of services - Promoting cultural understanding - Action on social issues

- Community services - Social Community Plan - Cultural Plan



- Providing Leadership - Partnering with the community - Ensuring Council is: accessible, responsive and accountable - Encouraging active community participation

- City governance - Business partnerships - Government interaction - Community engagement - Advocacy


4.6.1 Access Equity and Utility

Wollongong will be a local government area that will be accessible on all levels to the whole community. In the future, Wollongong will consider access, equity and utility in all that it does and strives to achieve.

Access and equity is multi-dimensional. It can be considered in terms of: physical issues, including the built form, location and transport; cultural issues, including cultural appropriateness and language; economic issues, including affordability of services; social issues, including access to services by marginalised social groups and community safety.

Utility means services and infrastructure will be developed in response to the needs of the community.

Services and facilities will be planned in such a way that: they are available in locations that are convenient; they are accessible to a wide segment of the community and they are supported by a range of transport choices.

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4.6.2 Council and Community Partnership in City Governance


Partnerships

Future approaches need to be based on participation and partnerships.

A strong partnership approach between Council and the whole community will provide a foundation for better planning, improved leadership and better outcomes. It will achieve this by encouraging all members of the community to actively participate and to take ownership of decisions.

A thriving and innovative local government area will be developed through this partnership, where the community and Council (both Councillors and staff) work together on strategic projects that will shape Wollongong’s future.

This partnership approach will: create a more dynamic community; allow for a more detailed consideration of major social, environmental and economic issues; encourage a more informed community; and will ensure greater involvement in the implementation of future visions for the region and for the communities that make up Wollongong.

Partnerships are about involving local communities, businesses, the voluntary sector and government organisations in a big picture approach to problem solving, and it’s about making things happen rather than waiting for others to do things for you.

Partnerships and inclusiveness also need to be part of the way different divisions of the Council work with each other, because planning for sustainability involves bringing together knowledge and expertise from many different sources. Staff working groups are needed to ensure that the expertise across the whole organisation can be captured to support the building of a responsive and effective organisation.

In summary, an accessible, responsive, and accountable Council shares information and knowledge, seeks community inputs, takes these inputs seriously and is transparent in decision making.

Improved participation will ensure a better understanding of the community's requirements across the full range of services and activities. It will result in better services, facilities and programs for everyone and, in turn, lead to greater community wellbeing and stronger social capital.

Community participation is an important element of a sustainable future.

Partnership will also involve Council working in collaboration with business and business groups on major issues affecting the economic development prospects of the Wollongong.

This partnership model will also involve Council interacting with all tiers of government and taking a strong community advocacy approach on issues that affect the future of Wollongong.

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Governance

Council needs to listen to and engage its communities and act in a way that is:

• Responsive and customer focused – setting in place processes for assessing satisfaction, being responsive, and serving people’s needs;

• Empowering – strengthening the ability of communities to control and take responsibility for their own destiny, by engaging in partnerships with a range of communities;

• Equitable – protecting community rights and ensuring that the needs of the many are met before the wants of a few. Ensuring that current and future generations are treated equitably; and

• Accountable – taking responsibility for actions, measuring performance and ensuring public information is available.

These are the foundations for a new approach.

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5 Realising our Future

5.1 Visions into Action

5.1.1 Setting Directions

The Futures Plan is a 20 year vision for the future of Wollongong. It outlines the community’s aspirations and sets the directions for policy across a wide range of categories. It aims to secure a better future for Wollongong, one that is based on the principles of sustainability.

The Plan provides an overall direction for the region and is underpinned by a whole series of strategies and initiatives that are directed at achieving sustainable outcomes. This is how the visions are translated into actions and concrete outcomes. The next chapters outline the key strategies and their components under each of the city vision themes.

Progress is well underway in a number of major areas of policy, for example in environment policies and programs and in planning for a revitalised Central City Area.

The Futures Plan will help guide Council’s long term strategic plans and Corporate Plan. It will also impact on the various planning instruments (Local Environmental Plan and Development Control Plans) which influence the future shape of Wollongong and its communities.

It will also provide a foundation for action by other tiers of government and other organisations.

The Futures Plan is a living plan, and performance will be tracked and monitored on a regular basis, with adjustments being made to take account of changed circumstances and emerging opportunities.

5.1.2 Taking Action

The Plan, along with the research and analysis that has been undertaken, provides a strong foundation for seeking support from government. It also provides a basis for regional cooperation and partnering on key issues.

A number of elements run through the Plan, which were initially identified in the community research conducted by IRIS.27 These elements are recognition of the natural environmental and the current lifestyle advantages of Wollongong and a need to encourage economic development and job growth. Other key concerns include Council issues, CBD development, crime and safety and urban development issues.

A number of areas were identified in the community survey as priorities for the application of Council resources. These were: environmental protection and control; local communities – roads and footpaths, beautification of streets, recreation and sports facilities; economic development, CBD revitalisation and tourism development.28

Wollongong’s future is based around an active quadruple bottom line approach that takes account of the economic, environment, social and governance elements. This has been reflected in the thinking that has been part of the Wollongong Futures Project.

27 Community Values Survey, June 2002, Illawarra Regional Information Service [IRIS] Pii-iii 28 Community Values Survey, June 2002, Illawarra Regional Information Service [IRIS] P v

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While the Wollongong Futures Project has as its genesis the need to examine land use issues and to update the Wollongong Local Environment Plan (LEP), its consultative processes have been focused on the type of city and region that the community wants.

The key to the future is translating these vision statements into actions.

Fully realising Wollongong’s long term growth potential requires a more active role to be played by Council on economic, environment and social development issues both within the Wollongong LGA and within the broader Illawarra and South Coast context.

This involves the active strategies outlined in this report, together with appropriate land use policies and the development of strategic infrastructure.

Sustained action that delivers real results for the city is fundamental. This will only be achieved if Wollongong takes a long term approach to shaping the future. However Council on its own will not be able to deliver these outcomes. It will require positive involvement by business, government and other major stakeholders in the city.

The longer term outlook for Wollongong is strongly positive. Provided that action is taken to capitalise on new opportunities and to deal with key constraints, the visions and aspirations outlined in this plan will be realised.

5.2 Key Roles

5.2.1 Council

The Wollongong Futures Plan is a visionary document providing broad future strategic direction for the City. It sets out the community's shared vision and provides direction to ensure planning and resource allocation work toward sustainable outcomes.

The Plan outlines the way we all want Wollongong to develop in the next 20 years, and as such is a significant strategic document for Wollongong City Council.

The Futures Plan will form part of Council’s planning framework. As part of this integrated framework, it will guide some of the other detailed strategies, plans and actions that are implemented by Council and other initiatives by key stakeholders.

The Local Environment Plan (LEP) is the statutory planning tool that guides Council's key land use planning decisions across the city. The new LEP will be shaped by the vision for Wollongong developed through the Futures Process. Indeed Wollongong Futures was created as part of a comprehensive process to assist the development of the new LEP.

Similarly, Council's Corporate Plan will contain directions derived from the Wollongong Futures Plan. Council's Annual Management Plan identifies key initiatives and services to be delivered over the financial year, including specific funding and resource allocation.

All of these documents are linked and will be guided by the directions set in the Wollongong Futures Plan. They contain the actions that Council will pursue in order to realise the vision of a sustainable future for Wollongong. The relationships between Council's plans are illustrated below.

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The following diagram shows where the Futures Plan sits within the framework of Council strategies and programs.

Council has a role across a number of key areas of policy which shape Wollongong’s long term future. These include:

• Planning – implementing planning policies including the Local Environment Plan (LEP) which covers the LGA and Development Control Plans (DCPs) which affect specific locations.

• Economic development – implementing policies and programs to ensure continued growth in the region.

• Environment policies – managing the environment, resource use and resource impacts.

• Service delivery – delivering a full range of local services to the community.

• Advocacy - Council playing a role in influencing policies and actions of other tiers of government and to secure funding support for programs and initiatives.

5.2.2 Partners

Council has the capacity to shape and influence outcomes on a number of the key factors that affect Wollongong’s long term future.

However it does not control all the policy levers and some of the major infrastructure issues are either not its direct responsibility or are beyond the capacity of a local council to fund. Some other issues are broader in their scope and require business involvement.

There is a need for Council to partner with business and community groups and government at all levels to address the key development issues and some of the major constraints.

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These major partners include:

• Community - at a community level, partners include community leaders and community based organisations and groups.

• Government - Commonwealth Government, the New South Wales Government and its agencies. These other tiers of government control major infrastructure, fund specific programs and services, or have the capacity to provide support for special local initiatives.

• Business - these partners include industry organisations, local business leaders and investors.

• Regional organisations in the Illawarra.

• Education - within the education and training sector, it includes the University of Wollongong and Illawarra TAFE.

• Employees - at an employee level it includes employees and their trade unions.

Partnerships will take a number of forms including: coalitions of support on particular issues affecting Wollongong (the recent coalition formed to advance the proposal for the Container Port is a good example of this); government funding support for major local and regional initiatives, including infrastructure investment; participation in particular initiatives that are promoting the region; public/private partnerships in the delivery of new infrastructure or services; business/government/community involvement in environmental initiatives; and Council providing support for projects or initiatives of other groups.

This partnership approach involves active engagement and ongoing communication between the parties. This also includes communication on outcomes and the performance on the Futures Plan.

The implementation of major elements of the plan will require partnerships between Council, business and other key stakeholder groups. While the leadership of these coalitions will vary, it will be important for Council to play an active role at all times.

An active advocacy and government relations program around economic development, planning, environmental and infrastructure issues is important to any long term success for the region.

5.2.3 Community

The Wollongong Futures Project has tapped into community opinion and involved a wide cross section of the community in shaping future directions for the local government area.

A continuation of this active engagement and ongoing community support is fundamental to achieving the future outcomes.

Wollongong City Council will keep the community informed on progress and establish mechanisms for ongoing monitoring of performance and to shape future new initiatives. Active community involvement will be a feature of these arrangements.

Council and community partnership in city governance is a fundamental part of the Plan and the “Inclusive City” theme.

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5.3 From Strategy to Outcomes

The Wollongong Futures Plan outlines a long term vision for the region. As an umbrella document, it sets the vision and directions rather than including detailed implementation plans.

Realising a vision requires taking a number of steps along the way. The futures process identified a number of outcomes that make up the visions and reviewed the actions required to realise them.

Different actions require different time periods to realise outcomes. We have set three time periods: short term – 1-5 years, medium term – 6-10 years and long term - 10-20 years.

The following chapters outline the major anticipated outcomes and actions under each of the four future city themes.

This analysis recognises that a number of the actions required to realise the visions are already well underway, some are part of ongoing initiatives by Council, others are at the research and planning stages, and some are still on the drawing board.

Some outcomes will be realised in the short-term, while others will require a medium to long-term horizon to achieve.

These differences in time horizons emphasise the umbrella nature of the Futures Plan and the need for a clear tracking of progress on specific activities.

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6 Living City

6.1 Living City Overview

Wollongong has the opportunity to become a Living City in all its dimensions. A series of outcomes have been developed around each of the visions.

LIVING CITY Vision Outcomes

Outcome 1.1 Wollongong will be a local government area that actively demonstrates excellence in urban design.

1. Developing a progressive and quality urban environment for people


Outcome 1.2 Wollongong will deliver best practice land management and planning to meet environmental, economic, social and community needs.

Outcome 2.1 Wollongong will be a leader

in the sustainable use of resources and

will champion waste avoidance,

resource recovery, energy efficiency and

water Outcome 2.2 Wollongong's industry, business and community will have a greater awareness, understanding and implement initiatives to improve air quality within the region

2. Valuing and sustaining the environment Wollongong will enjoy a natural environment that is protected and enhanced, and a human environment that is designed and developed in harmony with nature.

Outcome 2.3: Wollongong will be a leader in the management and protection of its natural land systems and waterways.

3. Developing strong local communities Wollongong’s future vision includes the development of vibrant local communities and cultures.

Outcome 3.1 The people of Wollongong will freely participate in a safe environment.

4. Enhancing our community’s lifestyle The lifestyle of the Wollongong community will be influenced by the natural, cultural and recreational assets of the area

Outcome 4.1 Wollongong will continue to develop and deliver recreational and health services to assist residents to have active and healthy lifestyles

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6.2 Developing a Progressive and Quality Urban Environment

Vision 1. Developing a progressive and quality urban environment for people Outcome 1.1 Wollongong will be a local government area that actively demonstrates excellence in urban design Living City Strategies

Major Initiatives

Lead Role Partners 1-5 years

6-10 years

11-20 years

New LEP WCC DIPNR ◙ ► ► Develop DCP for Central City Area

WCC DIPNR ◙ ►◩ ►

City Centre Revitalisation Strategy (includes City Centre Master Plan)

WCC DIPNR Illawarra Business Chamber

◙ ► ◩ ►

Access & Movement Strategy and Wollongong Rail Station transit Interchange & Precinct Study

WCC DIPNR State Rail

◙ ► ◩ ►

Develop a Public Domain Manual for all main streets and the city centre

WCC DIPNR

◙ ► ◩ ►

Develop Town Centre DCPs

WCC DIPNR ◙ ► ◩ ►

Develop and implement Town Centre Strategies

WCC Illawarra Business Chamber Local Businesses

◙ ► ◩ ►

Implement a Section 94 Contribution Plan

WCC Developers ◙ ► ◩ ►

Protect local heritage and cultural distinctiveness in urban design in city and precincts

WCC Building owners Developers

► ► ►

Revitalisation of the city centre and other urban areas in Wollongong

Projects and events to bring residents and visitors to City Centre

WCC Retailers Hotels Venues

► ► ►

Planned approach to future urban growth based on sustainability

Sustainability Strategy update and implementation

WCC DIPNR

Environment Groups Neighbourhood Committees

◙ ► ◩ ►

West Dapto Development Plan

WCC DIPNR

Dept of Premier ◙ Development of a new community at West Dapto based on sustainability principles

West Dapto Land Release and Development

WCC DIPNR Developers

DIPNR ► ►

◙ =completed in time period ► = ongoing implementation ◩= policy review

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Vision 1. Developing a progressive and quality urban environment for people Outcome 1.1 Wollongong will be a local government area that actively demonstrates excellence in urban design Living City Strategies

Major Initiatives


6-10 years

11-20 years

Public Art Program in City Centre

WCC Businesses Developers Artists

◙ ► ◩ ► Encourage

integration of urban design and public art Employ local

artists and companies as part of the Public Art Policy

WCC Artists Creative businesses

► ►

Develop and implement a design awards program

WCC DIPNR Dept of Environment and Conservation(DEC)

◙ ►◩

Design public built elements in consultation with community and local artists to enhance identity and distinctiveness

WCC Local Communities Artists

◙ ► ◩ ►

Encourage design that is high quality and eco friendly

Engage local communities and artists in creating distinct identities and sense of place in local precincts.

WCC Local Communities Neighbourhood Committees Artists

► ► ◩ ►

Urban design input on all strategic planning projects

WCC DIPNR Developers

► ► ◩ ► Incorporate urban

design input into all planning strategies

Urban design expertise provided by Design Review Panel

WCC DIPNR ◙ ► ►

Encourage research into impacts of change in the built environment on community health

Develop research program

WCC Uni of Wollongong (UOW)

Illawarra TAFE Illawarra Area Health Service (IAHS)

◙ ►

Implement a planned approach to open space management

Develop management strategy

WCC DIPNR

Environment Groups

◙

Redevelop public housing estates with resident involvement

Develop partnerships for redevelopment

Department of Housing (DOH) WCC

Residents Community organisations

◙ ►


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Vision 1. Developing a progressive and quality urban environment for people Outcome 1.2 Wollongong will deliver best practice land management and planning to meet environmental, economic, social and community needs. Living City Strategies

Major Initiatives


6-10 years

11-20 years

Maintaining biodiversity and managing impacts of facilities on protected areas

Implement management plans for recreational tourist and educational facilities within and adjacent to protected areas to minimise possible impacts on biodiversity.

Department of Environment and Conservation (DEC) National Parks WCC

Environment Groups

► ► ►

Maintaining a “green” urban environment

Review and implement guidelines for tree preservation and vegetation removal, in accordance with the principles of sustainability.

WCC Environment Groups Neighbourhood Committees

◙ ► ►

Promote sustainability principles in the design and construction of Wollongong’s built form. .

WCC DIPNR DEC Department of Energy, Utilities and Sustainability (DEUS) Sydney Water Property Council of Australia Master Builders Association Housing Industry Association Developers

► ► ► Ensure sustainability principles in the design and construction of Wollongong's built form

Engage with other tiers of government and the building industry to achieve better performance with regard to ESD in building development

WCC DIPNR DEC Department of Energy, Utilities and Sustainability (DEUS) Sydney Water Property Council of Australia Master Builders Association Housing Industry Association

► ► ►

Creating distinct and diverse communities

Engage local businesses and residents to help shape local precinct identities

WCC Residents Neighbourhood Committees Businesses

► ► ►

◙ =completed in time period ► = ongoing implementation ◩= policy review 54


6.3 Valuing and Sustaining the Environment

Vision 2 Valuing and sustaining the environment Outcome 2.1 Wollongong will be a leader in the sustainable use of resources and will champion waste avoidance, resource recovery, energy efficiency and water Living City Strategies

Major Initiatives


6-10 years

11-20 years

Develop, implement and track policies designed to reduce resource consumption greenhouse gases & water consumption

WCC DEC

DIPNR Businesses Community Environment Groups

◙ ► ►

Incorporate Green Procurement into general purchasing policy

WCC DEC Environment Groups

◙ ► ►

Implementation of Council Energy Plan


► ►◩ ►

Implement Council Water Audit


► ► ►

Ensure sustainability principles are applied in the design of new Council Facilities

WCC Architects Builders

► ► ►

Reduce Resource Usage

Assess the capacity for conversion of existing facilities for alterative uses

WCC Architects Builders

► ► ►

Update and Implement Local Action 21 Plan


◙ ►◩ ► Update

Sustainability Policies

Update Council Sustainability Policy


◙ ►◩ ►


55


Vision 2 Valuing and sustaining the environment Outcome 2.1 Wollongong will be a leader in the sustainable use of resources and will champion waste avoidance, resource recovery, energy efficiency and water Living City Strategies

Major Initiatives


6-10 years

11-20 years

Maintain, expand and improve waste management and recycling programs.


► ► ►

Maximise resource recovery by industry, business and the community within Wollongong.

WCC DEC Wollongong Businesses

► ► ►

Improve Waste Management

Research and investigate alternatives to land fill

WCC DEC ◙

Advance and promote a greater understanding of ecologically sustainable development and its relationship to waste through planning controls

WCC DEC

Environment Groups Schools

◙ ►

Increase awareness and improved practice of waste prevention and avoidance by industry, businesses and Consumers within Wollongong

WCC DEC

Businesses Industry Associations

◙ ►

Promote Sustainable Development

Continue Sustainable Projects Fund

WCC Environment Groups Program participants

► ►◩

56


Continue the Environment Fund to support projects including: Sustainable House Package, Sustainability Education, water quality and biodiversity rehabilitation packages

WCC Environment Groups Program Participants

► ►◩

◙ =completed in time period ► = ongoing implementation ◩= policy review Vision 2 Valuing and sustaining the environment Outcome 2.1 Wollongong will be a leader in the sustainable use of resources and will champion waste avoidance, resource recovery, energy efficiency and water Living City Strategies

Major Initiatives


6-10 years

11-20 years

Encourage research into new technologies and encourage, promote and support the uptake of environmentally friendly alternative technologies within Wollongong.

WCC DEC

Uni of Wollongong Environment Groups Businesses Industry Associations

◙ ► Encourage New Technologies

Encourage best practice sewerage management systems in locations where a reticulated system isn't available

WCC Sydney Water

Residents Businesses

► ►

Track Performance Prepare Annual State of the Environment Reports

WCC Environment Groups

◙ ► ►


57


Vision 2 Valuing and sustaining the environment Outcome 2.2 Wollongong's industry, business and community will have a greater awareness, understanding and implement initiatives to improve air quality within the region Living City Strategies

Major Initiatives


6-10 years

11-20 years

Implement and monitor the environmental initiatives under the "Moving Together" Strategy

WCC DIPNR Roads and Traffic Authority (RTA)

City Rail Public transport operators Commonwealth Government Industry Associations

► ►

Advocate Improvement of standards in air quality regulation and monitoring

DEC WCC Businesses Industry Associations

◙ ►

Improve Air Quality

Work with industry, community and government to improve air quality in the region

DEC Bluescope Steel WCC

Industry Associations Businesses Environment Groups

► ►

Encourage the uptake of Renewable energy and increase its availability and use in Wollongong.

WCC DEC

Commonwealth Government Industry Associations Businesses Environment Groups

► ►

Implement Council Energy Plan


► ►

Energy Use

Encourage an investigation of the potential of implementing a carbon credits trading system for the region.

WCC Australian Greenhouse Office (AGO)

DEC Environment Groups

◙


58


Vision 2 Valuing and sustaining the environment Outcome 2.3: Wollongong will be a leader in the management and protection of its natural land systems and waterways. Living City Strategies

Major Initiatives


6-10 years

11-20 years

Managing Coastal Areas

Develop and implement Coastal management plans

WCC DEC

Environment Groups Residents

◙ ► ►

Managing the Escarpment

Implementation of Escarpment management polices

WCC DEC National Parks

Uni of Wollongong Environment Groups Residents

◙ ► ►

Managing Waterways

Implementation of lakes and waterways policy Lake Illawarra Strategy

WCC DEC

Environment Groups Residents

► ► ►

Update of Ecological Footprint Report

WCC Sydney University

◙ Encouraging biodiversity

Develop and deliver incentives to the community to conserve biodiversity.

WCC DEC

DIPNR Environment Groups Residents

◙ ►

Lead the protection of Wollongong's natural land systems and waterways through agency and community partnerships, information dissemination and activities.

WCC DEC

DIPNR Land owners Environment Groups NSW Fisheries

◙ ► Protecting Land and Waterways

Undertake a feasibility study into the raising of funds to pay landowners to be ‘conservation landlords’

WCC Environment Groups

◙

Managing Water Resources

Develop, promote and implement strategies to improve the management and use of water resources to conserve biodiversity and meet environmental, social and community needs.

Sydney Water DEC WCC

DIPNR Residents Environment Groups

◙ ► ►

Green Corridors Maintenance of green corridors between urban

DEC WCC

Sydney Water DIPNR Environment Groups

◙ ► ►

59


population centres


6.4 Developing Strong Local Communities

Vision 3. Developing strong local communities Outcome 3.1 The people of Wollongong will freely participate in a safe environment. Living City Strategies

Major Initiatives


6-10 years

11-20 years

Build partnerships with the community and relevant stakeholders to reduce crime and increase safety.

WCC Safe Community Action Team NSW Police

DIPNR Department of Community Services (DOCS) Community Groups Neighbourhood Committees Businesses

◙ ► Reducing Crime

Facilitate the development of a Crime Prevention Strategy for our region.

WCC NSW Police

Department of Community Services (DOCS) Community Groups Neighbourhood Committees Businesses

◙ ►

Create a vibrant city and suburban environment where the community feels safe and comfortable in public spaces

WCC NSW Police Crown Street Mall Management

City Centre Wollongong Central Management City centre businesses Suburbs Local businesses Residents Neighborhood Committees

◙ ► Increase Safety

Encourage after dark activities in the City Centre

WCC Crown Street Mall Management Wollongong Central Management

City Centre businesses

► ►

Develop town centres plans and DCPs

WCC DIPNR Local Businesses Industry Associations Neighbourhood Committees

◙ ►◩ Revitalise local

areas

Implement place making activities to enhance community capacity and ownership

WCC Residents Local Businesses Industry Associations Neighbourhood Committees

► ►

60


Work with local communities and businesses to implement projects that develop the identity of local precincts

WCC Local Businesses Industry Associations Neighbourhood Committees

► ►


61


Vision 3. Developing strong local communities Outcome 3.1 The people of Wollongong will freely participate in a safe environment. Living City Strategies

Major Initiatives


6-10 years

11-20 years

Manage Local Areas

Develop and implement strategies and appropriate place based management approaches to improve the vitality of local areas.

WCC DIPNR Local Businesses Industry Associations Neighbourhood Committees

◙ ►◩

Promote diversity and understanding

Promote and support diverse community events , activities and organisations to promote inclusiveness and tolerance

WCC Community Groups Industry Associations Media

► ►


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6.5 Enhancing our Community’s Lifestyle

Vision 4. Enhancing our community’s lifestyle Outcome 4.1 Wollongong will continue to develop and deliver recreational, health, social and cultural services to assist residents to have active and healthy lifestyles Living City Strategies

Major Initiatives


6-10 years

11-20 years

Provide cost efficient aquatic facilities

WCC Sporting Clubs

► ► ► Delivery of quality recreational services

Provide cost efficient leisure and sporting facilities and programs

WCC Sporting Clubs Community Groups

► ► ►

Enhance recreational use of coastal environment

Coastal management plans Beach maintenance and safety programs

WCC Sporting Clubs Community Groups Environment Groups

► ► ►

Enhance recreational use of the Escarpment

Development of plan covering recreation use, rehabilitation and education

WCC National Parks

Environment Groups

► ► ►

Provide innovative programs for young people

Provide innovative programs for young people encompassing recreational ,cultural, educational and development opportunities

WCC Schools TAFE

Youth Organisations Community organisations

◙ ►

Provide effective school holiday programs

WCC Youth Organisations Community organisations

► ► ► Support for families

Provide family and children’s programs

WCC Community organisations Residents

► ► ►

Support for older persons

Develop and implement programs with partner agencies

WCC Community organisations Residents

◙ ►◩ ►


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7 Innovative City

7.1 Innovative City Overview

Wollongong is a “City of Innovation” and has the opportunity to establish itself as a vibrant and creative regional economy. A series of outcomes have been developed around these vision statements

INNOVATIVE CITY Vision Outcomes

Outcome 5.1 Wollongong will be recognised for its visionary leadership and strong economic focus. Outcome 5.2: Wollongong will be regarded as an attractive and favoured location for business investment in both existing and emerging industries which can deliver long term sustainable employment opportunities.

5. Supporting and developing the regional economy


Outcome 5.3 Wollongong will be the primary gateway to the south coast.

6. Embracing creativity and cultural identity


Outcome 6.1: Wollongong will represent the cultural and creative heart of the Illawarra region - A vibrant and interesting place to live, work, play and visit.

64


7.2 Supporting the Regional Economy

Vision 5 Supporting and developing the regional economy Outcome 5.1 Wollongong will be recognised for its visionary leadership and strong economic focus. Innovative City Strategies

Major Initiatives


6-10 years

11-20 years

Implement a sustainable economic strategy for the region.

Develop and implement a 10 year sustainable economic strategy covering Wollongong and its broader region

WCC Illawarra Region Organisation of Councils DIPNR

DSRD Illawarra Business Chamber Australian Industry Group Illawarra Economic Development Board South Coast Trade and Labour Council Illawarra ACC

◙ ►◩

Ensure sufficient resources are available for Economic development

Establish and expand the Office of Economic Development

WCC Illawarra ACC Illawarra Business Chamber Australian Industry Group

◙ ►

Provide leadership on economic issues impacting on Wollongong and the Illawarra Region

WCC Council to be active in existing regional alliances and mechanisms (formal and informal) between businesses, government and other regional organisations.

WCC Illawarra Regional Development Board University of Wollongong Illawarra Business Chamber Australian Industry Group South Coast Trades and Labour Council DIPNR DSRD

◙ ►

Assess future economic infrastructure needs

Conduct a study on future infrastructure needs to support more diverse economic development

WCC DIPNR DSRD

University of Wollongong Illawarra Business Chamber Australian Industry Group South Coast Trades and Labour Council

◙


65


Vision 5 Supporting and developing the regional economy Outcome 5.1 Wollongong will be recognised for its visionary leadership and strong economic focus Innovative City Strategies

Major Initiatives


6-10 years

11-20 years

Encourage growth in activity and employment in the services sector.

Develop and implement key sector strategy plans. Sectors include: Knowledge economy – telecommunications, information technology, creative industries , finance, business services, education, environmental services In-person services - health and aged care, community services, and retail,

WCC DSRD Illawarra ACC

University of Wollongong (UOW) Illawarra Health Service Illawarra Business Chamber Australian Industry Group Illawarra TAFE IRDB

◙ ►◩

Conduct a study of future economic development requirements Develop and implement an ongoing and targeted government relations program

WCC Illawarra Regional Development Board Illawarra ACC

University of Wollongong Illawarra Business Chamber Australian Industry Group South Coast Trades and Labour Council

◙ ► Secure government support for key economic development projects in the Illawarra Region

Implement the Cultural Industries Audit

WCC ABAF Arts Managers DSRD IACC University of Wollongong (UOW) Illawarra Performing Arts Centre (IPAC)

► ►◩

Develop Port Kembla Provide ongoing support for the development of a container port at Port Kembla Develop a master plan for the Port Precinct Planning of required infrastructure

Port Authority WCC DIPNR

Illawarra Regional Development Board University of Wollongong Illawarra Business Chamber Australian Industry Group South Coast Trades and Labour Council

◙ ►


66


Vision 5 Supporting and developing the regional economy Outcome 5.2: Wollongong will be regarded as an attractive and favoured location for business investment in both existing and emerging industries which can deliver long term sustainable employment opportunities. Innovative City Strategies

Major Initiatives


6-10 years

11-20 years

Implement business development programs for emerging sectors

WCC Department of State and Regional Development (DSRD )

University of Wollongong (UOW Illawarra Business Chamber Illawarra TAFE Australian Industry Group

◙ ► ◩

Provide support for the Innovation Campus

University of Wollongong (UOW)

WCC Illawarra Business Chamber Australian Industry Group

► ►◩ ►

Implement an Economic Development Strategy for the City Centre

WCC Illawarra Business Chamber Central City businesses

◙ ► ► ◩

Encourage a diversification of the existing economic base as a means of creating new and sustainable employment opportunities.

Encourage the development of new knowledge based businesses through mentoring and training programs

Illawarra Business Chamber Illawarra Small Business Centre

WCC IACC

◙ ► ► ◩

Develop new approaches to planning for business activity in all areas of the LGA.

Investigate alternatives to traditional zoning including "employment zones" which incorporate industry, commercial, retail and residential areas.

WCC DIPNR

DSRD ◙


67



Major Initiatives


6-10 years

11-20 years

Investigate re-zoning of “brown field” sites

DIPNR WCC

Land owners Developers

◙ ►◩

Establishment of employment zones in newly developed areas.

WCC DIPNR

DSRD ◙ ►◩

Development and implementation of employment strategies for local town centres.

WCC Department of Infrastructure, Planning and Natural Resources (DIPNR)

◙ ►◩

Ensure an adequate supply of employment and industrial land at a reasonable cost.

Support the development of local neighbourhood small businesses

WCC Illawarra Business Chamber Illawarra ACC Illawarra Small Business Centre

◙ ►◩

Provide support for market development, including export programs

Department of State and Regional Development (DSRD) Austrade AusIndustry WCC

Illawarra Business Chamber Illawarra TAFE Australian Industry Group Illawarra ACC Illawarra Small Business Centre

◙ ►◩

Provide support for business development programs for SMEs

Department of State and Regional Development (DSRD) Austrade AusIndustry WCC

Illawarra Business Chamber Illawarra TAFE Australian Industry Group Illawarra ACC Illawarra Small Business Centre Austrade AusIndustry

◙ ►◩

Encourage the growth of small and medium sized enterprises (SMEs) in the region

Provide incubator services to support growth and resource sharing

Illawarra Small Business Centre WCC

Department of State and Regional Development (DSRD) Illawarra ACC

◙ ►


68



Major Initiatives


6-10 years

11-20 years

Develop skills to support economic growth

Develop and implement a regional skills strategy

WCC Department of Education and Training

Illawarra Business Chamber Australian Industry Group University of Wollongong (UOW) Illawarra TAFE TAFE NSW

◙ ► ►

Provide support to UOW’s Innovation Campus initiative

University of Wollongong (UOW) WCC

DIPNR Illawarra Business Chamber Australian Industry Group DSRD

◙ ► Ensure that Wollongong is attractive to research and development based companies and organisations

Promote Wollongong’s business assets including quality of life indicators

University of Wollongong (UOW) WCC

Illawarra Business Chamber Australian Industry Group DSRD

◙ ►

Assessment of needs of individual companies

WCC DSRD

Illawarra Business Chamber AIG

◙ ►◩ Ensure appropriate

relocation incentives are available.

Active management and facilitation of investment inquiries

WCC DSRD

Illawarra Business Chamber AIG

◙ ►◩

Implement marketing and promotion programs targeted at these sectors and emphasising creative city aspects.

WCC DSRD

University of Wollongong (UOW Illawarra Business Chamber Australian Industry Group

◙ ► Promote Wollongong as a location for higher value added manufacturing, a regional services centre and a centre for innovation and knowledge based activities

Implement investment facilitation programs

WCC DSRD

University of Wollongong (UOW Illawarra Business Chamber Australian Industry Group

◙ ►


69



Major Initiatives


6-10 years

11-20 years

Develop and implement a marketing strategy

WCC DSRD

Illawarra Business Chamber Australian Industry Group

◙ ►◩

Develop new promotional materials that include creative city indicators and advantages (diversity, education and lifestyle)

WCC DSRD


◙ ►◩

Actively market Wollongong as a business location

Implement an external business contacts program

WCC DSRD


◙ ►◩

Review of campaign

WCC Tourism Wollongong

Illawarra Business Chamber

◙ ►◩

Develop updated strategy



◙ ►◩

Maintain City of Innovation image campaign

Implement campaign



◙ ►◩

Continue business activity surveys

IRIS WCC

DSRD Illawarra Business Chamber Australian Industry Group

◙ ► Track performance of business in the region

Commission special surveys

IRIS WCC

DSRD Illawarra Business Chamber Australian Industry Group

◙ ►


70


Vision 5 Supporting and developing the regional economy Outcome 5.3: Wollongong will be the primary gateway to the South Coast. Innovative City Strategies

Major Initiatives


6-10 years

11-20 years

Conduct a review of regional tourism

WCC Tourism Wollongong Regional Councils

Illawarra Region of Councils Tourism NSW Tourist related business

◙ ►◩ Develop a new

regional tourism strategy.

Develop a new 5 year regional strategy

WCC Tourism Wollongong Regional Councils

Illawarra Region of Councils Tourism NSW

◙ ►◩

Continue Council and industry promotion and partnership initiatives


Tourism Sector Tourism NSW

► ►

Promote regional events and activities, to potential visitors



► ►

Develop a stronger integration of the marketing of tourism products covering events, natural environment and heritage.



► ►

Promote Wollongong tourism activity

Promote the “Viva La Gong” festival as a showcase of cultural diversity and creative innovation



► ►

Investigate tourism potential of public art trail, heritage walking trails and cultural sites , through a feasibility study


Illawarra Regional Information Service (IRIS) Tourism NSW

◙ ► ► Develop new tourism initiatives based around the distinctive heritage and culture, including cultural diversity and the unique natural environment (eco-tourism.) Develop a

marketing program of new initiatives


Tourism NSW ◙ ► ►

Ensure adequate regional tourism infrastructure

Conduct a review of future infrastructure needs in the tourism sector


Tourism Sector Illawarra Business Chamber IRIS Tourism NSW

◙ ►


71


7.3 Embracing Creativity and Cultural Identity

Culture and creativity are an important part of Wollongong as an innovative city. There are major opportunities to build on current cultural strengths through a combination of new programs and the development of partnerships between business and cultural community.

Vision 6 Embracing creativity and cultural identity

Outcome 6.1 Wollongong will represent the cultural and creative heart of the Illawarra region - A vibrant and interesting place to live, work, play and visit Innovative City Strategies

Major Initiatives


6-10 years

11-20 years

Implement the Cultural Plan

WCC Illawarra Performing Arts Centre (IPAC) Wollongong Art Gallery University of Wollongong (UOW) Regional arts organisations TAFE WCET

► ►◩ Encourage a strong

commitment to arts and cultural activity and provide continued support

Provide support for existing cultural facilities, programs and services

WCC Illawarra Performing Arts Centre (IPAC) Wollongong Art Gallery Regional arts organisations

► ►◩

Develop partnerships between business and arts organisations

Implement a program to facilitate local partnerships Develop skills and capacity of local arts organisations.

WCC ABAF (Australian Business Arts Foundation)

Regional Arts Organisations Arts Managers Group University of Wollongong (UOW) Illawarra Business Chamber

◙ ►

Maximise access to cultural opportunities, through appropriate and affordable community events.

Provide support to diverse community events (incl Viva la Gong)

WCC Regional Arts Organisations

Arts Managers Group Viva la Gong Illawarra Migrant Resource Centre Illawarra Aboriginal Corporation

◙ ►


72




Major Initiatives


6-10 years

11-20 years

Implement community cultural Development projects.


Arts Managers Group Illawarra Migrant Resource Centre Illawarra Aboriginal Corporation

◙ ► Support community cultural development projects that involve communities reflecting and interpreting their own environments Implement place

making and public art projects

Regional Arts Organisations Arts Managers Group

◙ ►

Advance community skills in the organisation of events, public art place making and community cultural development.

Implement skills development programs


University of Wollongong (UOW) Illawarra TAFE CCD NSW

◙

Promote networks of cultural officers to work with people from different cultural backgrounds

WCC NSW Ethnic Communities Council Illawarra Migrant Resource Centre Illawarra Aboriginal Corporation Illawarra Interagency Regional Arts Organisations Arts Managers Group CCD NSW

◙ ►

Develop the cultural officer program

WCC Regional Arts Organisations Arts Managers Group CCD NSW

◙ ►

Improve knowledge of cultural diversity in the community

Support existing art workers and their networks

WCC Regional Arts Organisations Arts Managers Group CCD NSW

◙ ►


73




Major Initiatives Lead Role Partners 1-5 years

6-10 years

11-20 years

Develop an integrated cultural marketing strategy Secure industry support Implement the strategy


Tourism NSW IPAC Wollongong Art Gallery Wollongong Entertainment Centre Regional Arts organisations Viva la Gong Festival

◙ ► Promote the City as a destination offering a range of cultural experiences

Develop new audience opportunities


Tourism NSW IPAC Wollongong Art Gallery Wollongong Entertainment Centre

◙ ►

Implement a public art program

WCC Developers Regional arts organisations University of Wollongong (UOW) TAFE

◙ ►

Investigate funding from Sect 94 Contributions


◙ ►

Implement place making projects


◙ ►

Encourage the integration of urban design and public art

Maintain, protect and promote public art and sites of cultural heritage

WCC Regional arts organisations

Provide support to emerging artists and cultural businesses

Develop and implement a support program, including an assessment of cultural industry incubators

WCC University of Wollongong (UOW) Illawarra TAFE Regional arts organisations IACC

◙

Assess future cultural infrastructure needs

WCC ABAF (Australian Business Arts Foundation)

◙ Identify future cultural infrastructure needs

Undertake a cultural facilities needs assessment

WCC NSW Ministry of the Arts Arts Managers IACC

◙


74


8 Connected City

8.1 Connected City Overview

Currently most people living in Wollongong rely on cars as the major form of transport. There are many communities where public transport is not adequate, and this often has impact on young people, women, older people and people with disabilities.

For some members of the community affordability of transport is a major issue.

Wollongong has the opportunity to establish itself as a connected city based on facilitating and integrating movement and developing communications. A series of outcomes have been developed around these vision statements.

CONNECTED CITY Vision Outcomes

Outcome 7.1: Wollongong will have a sound awareness, acceptance and utilisation of alternative modes of transport to private motor vehicle use as they travel to work, education, retail and leisure activities. Alternatives such as public transport, cycling, walking and car pooling

7. Facilitating and integrating movement


Outcome 7.2: Wollongong will enjoy a transport and access network that is adaptable to changing community needs, economic opportunities and technological innovation.

8. Access to high speed communication links


Outcome 8.1 Wollongong will be a connected city that is linked with a high quality telecommunications.

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Vision 7 Facilitating and integrating movement Outcome 7.1: Wollongong will have a sound awareness, acceptance and utilisation of alternative modes of transport to private motor vehicle use as they travel to work, education, retail and leisure activities. Alternatives such as public transport, cycling, walking and car pooling Connected City Strategies

Major Initiatives


6-10 years

11-20 years

Improved integration of land use and transport planning

Implement additional transport planning

WCC Ministry of Transport

DIPNR

◙

Implement the “Moving Together" Strategy focusing on attractive alternatives to private vehicle use and the integration of transport modes.

Assessment of progress with the strategy Continued implementation of the strategy

WCC Ministry of Transport Department

NSW Roads and Traffic Authority (RTA) of Environment and Conservation (DEC) DIPNR

◙ ►◩

Encourage the use of efficient and sustainable transport options

Development of education and promotion programs

WCC Ministry of Transport Department

RTA DEC

◙ ►◩

Improve bus services

Support improvements to current bus services and infrastructure to provide a "world's best practice" bus network.

WCC

RTA Bus Companies

◙ ►

Review of car parking provision

Assess parking supply as sustainable transport options are developed and infrastructure provided

WCC ◙ ►

Council Vehicle Fleet management

Wollongong City Council will maintain its fleet in accordance with the principles of economic and environmental sustainability

WCC

◙ ►

Encourage Council staff to use alternative transport modes.

Wollongong City Council will lead by example by encouraging staff to use eco friendly alternatives to the car which may include buses, trains and bicycles

WCC ► ►


76


Vision 7 Facilitating and integrating movement Outcome 7.2: Wollongong will enjoy a transport and access network that is adaptable to changing community needs, economic opportunities and technological innovation. Connected City Strategies

Major Initiatives


6-10 years

11-20 years

Review of future transport requirements in line with urban planning and development and an ageing population

WCC Department of Infrastructure , Planning and Natural Resources (DIPNR)

NSW Roads and Traffic Authority (RTA);

◙ Assess future transport demand requirements for a changing population

Investigate innovative models for improved transport (including mini buses, light rail, community transport ) as part of its Local Agenda 21 Plan

WCC Ministry of Transport

NSW Roads and Traffic Authority (RTA); Department of Infrastructure , Planning and Natural Resources (DIPNR)

◙

Develop an efficient and integrated freight transport system that maximizes sustainable outcomes.

Lobby for the provision of an efficient and integrated freight transport system

WCC Illawarra Business Chamber Australian Industry Group Port Kembla Corporation DIPNR

◙

Secure improved transport funding.

Improve liaison with government departments to facilitate the most appropriate future allocation of transport funding

WCC Illawarra Business Chamber Australian Industry Group

NSW Roads and Traffic Authority (RTA);

Department of Infrastructure , Planning and Natural Resources (DIPNR)

◙

Continue Community Transport

Continue support for community transport arrangements

WCC Community Groups

► ►

◙ =completed in time period ► = ongoing implementation ◩= policy review Vision 8 Access to high speed telecommunications links Outcome 8.1 Wollongong will be a connected city linked with a high quality telecommunications. Connected City Strategies

Major Initiatives


6-10 years

11-20 years

Ensure Quality Telecommunications Infrastructure

Review of Future Requirements

WCC Telstra Country Wide

Illawarra Business Chamber Uni of Wollongong

◙


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9 Inclusive City

9.1 Inclusive City Overview

Wollongong has the opportunity to establish itself an Inclusive city through pursuing principles of access and equity in the delivery of services and through a strong Council and community partnership in governance.

Vision Outcomes 9. Access, equity, utility

Wollongong will be a local government area that will be accessible on all levels to the whole community. In the future. Wollongong will consider access, equity and utility in all that it does and strives to achieve.

Outcome 9.1: Wollongong will be a community that offers opportunity for people of all ages and promotes cultural awareness and inclusiveness.

10. Council and community partnership in city governance


Outcome 10.1 Wollongong will have an involved community that is working in partnership with an accessible Council that provides leadership to the local government area.

78


9.2 Access Equity Utility

Vision 9 Access, equity, utility Outcome 9.1 Wollongong will be a community that offers opportunity for people of all ages and promotes cultural awareness and inclusiveness. Inclusive City Strategies

Major Initiatives


6-10 years

11-20 years

Measuring quality of life

Encourage relevant agencies to adopt best practice "life style measures" to quantify and track liveability and quality of life throughout the region.

WCC Illawarra Area Health Service (IAHS)

Healthy Cities Illawarra Illawarra Division of General Practice (IDGP) Department of Aging, Disability and Home Care (DADHC)

◙ ►

Housing Strategy: Develop and implement an affordable housing strategy

WCC Department of Housing (DoH)

Department of Community Services (DOCS) NGOs

◙ ► ►

Health Strategy: Develop partnerships with relevant stakeholders to ensure all members of the community have access to affordable healthcare

WCC Department of Community Services (DOCS)

Illawarra Area Health Service (IAHS) NGOs

◙ ► ►

Provide equitable access to housing, healthcare and education

Education Strategy: Develop partnerships with Stakeholders to ensure equitable access to educational opportunities

WCC Department of Education and Training (DET)

Department of Community Services (DOCS) NGOs

◙ ► ►

Provide equitable access to community and cultural services

Develop partnerships with Stakeholders to ensure community access to community and cultural services

WCC Department of Community Services (DOCS)

Community organisations

◙ ► ►


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Vision 9 Access, equity, utility Outcome 9.1 Wollongong will be a community that offers opportunity for people of all ages and promotes cultural awareness and inclusiveness. Inclusive City Strategies

Major Initiatives


6-10 years

11-20 years

Advance and promote community access to information and life long learning opportunities.


TAFE NSW Illawarra TAFE University of Wollongong (UOW)

◙ ► ► Encourage lifetime learning in all sections of the community

Ensure access to education and retraining opportunities for persons with socio- economic disadvantage.


Illawarra TAFE University of Wollongong (UOW)

► ►

Develop and maintain partnerships with the business sector to fund and contribute to a broader range of community projects and activities

WCC IACC


◙ ► Build business partnerships on social and cultural projects

Support the business volunteers program

WCC


◙ ►

◙ =completed in time period ► = ongoing implementation ◩= policy review Vision 9 Access, equity, utility Outcome 9.1 Wollongong will be a city that offers prosperity and opportunity for people of all ages and encourages and promotes cultural awareness and inclusiveness. Inclusive City Strategies

Major Initiatives


6-10 years

11-20 years

Target Groups Info To be inserted by Community Services

Indigenous Community and Culture

WCC

People with Disability

WCC

CALD Groups WCC

Employment for Young Persons


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Vision 9 Access, equity, utility Outcome 9.1 Wollongong will be a city that offers prosperity and opportunity for people of all ages and encourages and promotes cultural awareness and inclusiveness. Inclusive City Strategies

Major Initiatives


6-10 years

11-20 years

Planning ahead for an ageing population

Undertake research to assess the impact of ageing on future services and facility needs in the LGA Assess the impact of ageing on future Council revenue and expenditure

WCC Department of Ageing Disability and Home Care (DADHC)

Illawarra Retirement Trust (IRT) Department of Community Services (DOCS) Local Government and Shires Association of NSW

◙ ►

Develop partnerships on health and social policy issues

Actively work in partnership with health and community service sectors in policy development, research, service delivery and advocacy.

WCC Department of Community Services (DOCS) Illawarra Area Health Service (IAHS)

Department of Housing (DoH) Department of Ageing Disability and Home Care (DADHC) Healthy Cities Illawarra; NGOs University of Wollongong (UOW) Illawarra Division of General Practice (IDGP)

◙ ►

Assess future needs of a changing population

Use demographic and social research data to underpin collaborative projects that plan for the future education, social and health needs of the population

WCC Department of Infrastructure Planning and Natural Resources (DIPNR)

Illawarra Area Health Service (IAHS); Department of Community Services (DOCS) Department of Housing (DoH); Community organisations (eg. Anglicare & the Salvation Army)

◙


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9.3 Council and Community Partnership

Vision 10 Council and community partnership in city governance Outcome 10.1 Wollongong will have an involved community that is working in partnership with an accessible Council that provides leadership to the local government area. Inclusive City Strategies


6-10 years

11-20 years

Internal coordination and planning

WCC ◙ ► ►

Establish inter-departmental project management teams

WCC ◙ ► ►

Enhance inter department cooperation within Council and consultation with the community.

Use place based project management

WCC Neighbourhood Committees

◙ ► ►

Ensure improved customer service and responsiveness

Finalise, implement and track the Customer Service Policy to ensure improved customer service, quality assurance and response times

WCC ◙

Encourage the provision of more points for information dissemination in city centre and neighbourhoods.

WCC Neighbourhood Committees

◙ ► Improve community access to information

Develop and implement clear guidelines so all information in public domain is readily accessible

WCC ◙ ►

Implement a more active approach to community involvement

Implement best practice community engagement strategies that have been developed by WCC

WCC Neighbourhood Committees Community organisations

◙ ►

Establish working parties with all relevant stakeholders prior to major decisions.

WCC Neighbourhood Committees Community organisations Industry associations

◙ ► ► Implement a more systematic approach to stakeholder consultation

Advertise for representatives on project reference groups

WCC

Neighbourhood Committees Community organisations Industry associations

◙ ► ►


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Vision 10 Council and community partnership in city governance Outcome 10.1 Wollongong will have an involved community that is working in partnership with an accessible Council that provides leadership to the local government area. Inclusive City Strategies


6-10 years

11-20 years

Improve community understanding of local government and decision processes.

Develop a communication program to explain local government's role, decision processes and services

WCC Local Government & Shires Association (LGSA)

◙ ► ► ◩

Develop systematic processes for project evaluation and data tracking

WCC ◙ ► ► Introduce systematic evaluation processes Implement systems

across all Council units

WCC ◙ ► ►

Improve systems for recording and tracking community ideas.

Develop in house systems and resources to capture and support new community ideas and initiatives

WCC ◙ ► ►

Develop communication strategy

WCC ◙ ► ► Improve communication with the community and key stakeholders

Develop and implement communication plans for all major initiatives

WCC ◙ ► ►


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10 The Way Forward

10.1 Acting on Our Future

The Wollongong Futures Plan provides a vision and directions for Wollongong’s long term development.

It sets a framework for the many strategies and programs that will be implemented by Council and other stakeholders in the region. The Plan provides the confidence to move forward on those actions that will contribute to the creation of a vibrant and sustainable city.

The visions will not be realised by Council operating in isolation. As we have seen it will require the creation of strong and ongoing partnerships with government, business and the community.

10.2 Measuring Performance

10.2.1 Tracking Progress

Fully realising the visions will also require sustained and planned activities over the medium to long term.

In this respect it will be important to measure progress against major objectives. The tracking of progress, the measurement of achievements and regular review of individual strategies will ensure that the Plan remains relevant in the future. This active management will also ensure that the Future Plan can be adjusted to reflect changes in circumstances and new opportunities.

This tracking will involve establishing measures for each of the 4 Future City Themes and reviewing the core strategies on a regular basis. The medium term nature of many of the initiatives means that some of the individual strategies would be reviewed every 5 years. Others may be examined more frequently.

10.2.2 Reviewing and Reporting

Council would prepare a report each year on progress on the Futures Plan. The full Futures Plan would be reviewed every 3 years.

10.2.3 Measures

The following table outlines some of the key indicators that can be used to measure some of the major outcomes that are linked to specific visions.

It is recognised that all individual Council programs have their own performance indicators. Some of these more detailed indicators would also be used to measure aspects of performance against the Futures Plan.

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Strategy Themes Visions Outcome Measures

Value of investment in quality development Developing a progressive and quality urban environment for people


Major projects completed

Local plans completed Growth in local employment Local safety indicators



Housing trends – new houses and renovations Improvement in environment indicators – air, water, soil, flora and fauna Expenditure on environmental rehabilitation Extent of area of rehabilitation of Escarpment, riparian corridors, remnant vegetation, coast dunes and Lake Illawarra

Valuing and sustaining the environment


Rates of waste disposal and recycling by households and business Community health indicators Measures of facilities and program use

Living City


The lifestyle of the Wollongong community will be influenced by the natural, cultural and recreational assets of the area Expenditure on programs

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Growth in total jobs Level of business investment Trends in the level of business activity Growth in business numbers and employment in priority sectors including: business services, environmental industries, tourism education, health services, information technology. Level of research and development activity

Supporting and developing the regional economy


Level of unemployment Expenditure on cultural programs

Numbers participating in cultural programs

Numbers participating in events

Number of arts organisations Number of artists working in the city

Innovative City



Number of approvals for street activities (events, festivals, markets, concerts)

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Indicators of use of public transport

Investment in transport infrastructure

Percentage of city users accessing the city by public transport, walking, bicycle and private vehicle

Connected City

Facilitating and integrating movement and improved telecommunications


Perceptions of city users about access in and around the city Investment in telecommunications infrastructure

Indicators of use of telecommunications


Proportion and location of businesses, homes and schools with Internet access Resources for social programs Level of take-up of programs

Access, equity, utility

Wollongong will be a local government area that will be accessible on all levels to the whole community. In the future, Wollongong will consider access, equity and utility in all that it does and strives to achieve. Trends in indicators of social disadvantage, including

poverty, unemployment, health, education Number of consultation programs implemented

Number of participants in consultation programs

Community satisfaction with consultation

Inclusive City



Community satisfaction with Council governance

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10.3 Securing Support

The success of the Futures Plan is dependent on securing wide support from the community and stakeholders for its core visions and its key elements.

Obtaining this support will require communicating the plan to the community and seeking endorsements from key stakeholders.

In particular a dialogue will need to be established with key business organisations, community groups and government agencies.

It also requires continuing the engagement with the community that was established during the investigation stage of the Futures Process.

As part of this process of securing support, a series of Futures Forums focused on the core strategic issues will be conducted.

10.4 Managing the Plan

Wollongong City Council will establish internal processes for managing the implementation of the Futures Plan.

It will also establish an ongoing advisory group to assist with tracking performance. This group would involve key stakeholders from the private and public sectors and representatives of Council.

This is part of a commitment to ensuring that Wollongong is able to secure its future as a prosperous sustainable city.

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References

Baseline Study of Demographic and Economic Trends in the Illawarra and South Coast Regions, IRIS Research August 2003

Cultural Policy Framework and Cultural Plan 1998-2003, Wollongong City Council November 1998

Economic Analysis of the Wollongong Central City Area Volume 1 Report, Buchan Consulting December 2004

Establishment of the Office of Illawarra Technology Discussion Paper Illawarra Business Chamber August 2003

Identification of Headline Planning Issues and Trends in Illawarra and the South Coast Region, IRIS Research July 2003

Illawarra and South Coast Retail Centres Study, February 2004

Illawarra and South Coast Employment Lands Audit, SGS Economics and Planning May 2004

Illawarra Region Housing Supply and Demand Study, Macroplan Australia February 2004

Illawarra Region Retail Study, Hill PDA August 2004

Overview of the Wollongong Economy, Leyshon Consulting June 2002

Planning for a Better Future, Metropolitan Strategy Discussion Paper, Sydney Greater Metropolitan Region, DIPNR September 2004

Retail Overview Report - Wollongong City Centre/Crown Street Mall Leyshon Consulting June 2002

Report of the Port Kembla Container Terminal Taskforce Port Kembla Container Task Force February 2003

Shaping our Cities – Planning Strategy for Greater Metropolitan Region of Sydney, www.metrostrategy.nsw.gov.au

Strategic Regional Plan 2001 – 2004 Illawarra Area Consultative Committee 2001

Social Community Plan 02/03-05/06, Wollongong City Council.

State of the Environment Report 02-03, Wollongong City Council

Trends and Drivers, Department of Infrastructure, Planning and Natural Resources June, 2004

Tourism Wollongong Action Plan 2002 – 2005 Tourism Wollongong 2002

Wollongong City Structure Plan: Economic Analysis Hill PDA Property Consulting August 2003

Wollongong Cultural Industries Audit Guppy & Associates and National Economics May 2000

Wollongong Economic Development Roadmap, Buchan Consulting November 2003

Wollongong Futures: A Vision for Wollongong 2022, Wollongong City Council 2003

Wollongong Futures: Abridged Project Outline, Wollongong City Council 2002

Wollongong Futures: Community, Thematic and Council Visioning Workshops – Results and Analysis CSIRO 2003

Wollongong Futures: Community Values Survey IRIS Research June 2002

Wollongong Futures: Regional Economy Overview Leyshon Consulting June 2002

Wollongong Retail Centres Study, Hill PDA April 2004

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http://www.metrostrategy.nsw.gov.au/

Wollongong futures draft strategy report for exhibition 14 a

Documents

Transcript of Wollongong futures draft strategy report for exhibition 14 a