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 Wollongong will foster thriving urban areas
progressive and with innovative development that is based
quality urban on principles of design excellence and that
environment for contributes to a strong sense of place
throughout the local government area.
people
Developing Wollongong’s future vision includes the
local development of vibrant local communities
communities and cultures.
Valuing and Wollongong will enjoy a natural environment
sustaining the that is protected and enhanced, and a
natural human environment that is designed and
environment developed in harmony with nature.
Enhancing our The lifestyle of the Wollongong community
community’s will be influenced by the natural, cultural and
lifestyle recreational assets of the area
Innovative City
Supporting and Wollongong will have a flourishing and
developing the sustainable economy with an increasing
regional number of employment opportunities
economy developed in the local government area.
Embracing Wollongong will be a vibrant, contemporary
creativity and local government area which protects,
cultural identity enhances and celebrates diversity,
inclusiveness, creativity and originality.
Connected City
Facilitating and Wollongong will have a well-planned,
integrating coordinated and clean transport system that
movement 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 Wollongong will have a high quality
speed tele- telecommunications network, which provides
communications fast links for business and the community to
the digital world.
Inclusive City
Access, equity, Wollongong will be a local government area
utility 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 Wollongong will have an involved community
community working in partnership with an accessible,
partnership in responsive and accountable Council that
city governance 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.
11


• 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.

15


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.

16


3 Wollongong – Present and Future

3.1 Wollongong Now

17


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
18


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.

19


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.

20


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.
21


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.
22


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.

23


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.

24


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.

25


The Economic Road Map

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

Developing Skills Outcomes Changing Attitudes
• Knowledge economy Sustainable • Leadership
• Innovation Jobs • Internal/external
• Education Industry • Regional marketing
• Training Investment
Environment

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
26


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
27


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.

28


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.
29


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.
30


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.

31


Strategy Visions
Themes
Living City
Developing a Wollongong will foster thriving urban areas
progressive and with innovative development that is based
quality urban on principles of design excellence and that
environment for contributes to a strong sense of place
throughout the local government area.
people
Developing local Wollongong’s future vision includes the
communities development of vibrant local communities
and cultures.
Valuing and Wollongong will enjoy a natural environment
sustaining the that is protected and enhanced, and a
natural environment human environment that is designed and
developed in harmony with nature.
Enhancing our The lifestyle of the Wollongong community
community’s lifestyle will be influenced by the natural, cultural and
recreational assets of the area
Innovative City
Supporting and Wollongong will have a flourishing and
developing the sustainable economy with an increasing
regional economy number of employment opportunities
developed in the local government area.
Embracing creativity Wollongong will be a vibrant, contemporary
and cultural identity local government area which protects,
enhances and celebrates diversity,
inclusiveness, creativity and originality.
Connected City
Facilitating and Wollongong will have a well-planned,
integrating coordinated and clean transport system that
movement 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 Wollongong will have a high quality
speed telecommunications network, which provides
telecommunications 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 Wollongong will have an involved community
community working in partnership with an accessible,
partnership in city responsive and accountable Council that
governance provides dynamic and proactive leadership
to the local government area.

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

32


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
Sub Themes Some Key Activities
(4)
Developing a Wollongong will foster thriving urban - Progressive - Urban environment management
progressive and areas with innovative development that environment - City Centre revitalisation
quality urban is based on principles of design - Design excellence - Housing strategy
environment for excellence and that contributes to a - Strong sense of place - Open space policies
people strong sense of place throughout the - Quality built - Heritage policies
local government area. environment - Places for community interaction and
- Environmentally cultural activity
sensitive planning
- A planned city/suburb/
neighborhood hierarchy
- Open space
-High quality of life
Developing local Wollongong’s future vision includes the -Safe communities - Community development
communities development of vibrant local - Increasing accessibility - West Dapto development
communities and cultures. - Facilitating interaction - - Local planning policies
- A village feel - Place making
- Planning communities - Precinct identity programs
- Active place
management
- Community
capacity building
Valuing and Wollongong will enjoy a natural - Protecting the natural - Escarpment Strategy
sustaining the environment that is protected and environment – - Coastal Strategy
natural enhanced, and a human environment Designing a human - Lake Strategy
environment that is designed and developed in environment - Environmental programs
harmony with nature. - Managing the - Community education programs
escarpment, lake and
coast
- Improving quality of life
- Maintaining ecological
integrity
Enhancing our The lifestyle of the Wollongong - Improving recreational - Cultural Strategy
community’s community will be influenced by the assets - Development of sports and
lifestyle natural, cultural and recreational - Respecting the recreation facilities
assets of the area natural - Facilities marketing
environment - City centre promotion
- Developing our cultural - Tourism development
assets
- Improving our sports
assets

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

33

Wollongong futures draft strategy report for exhibition 14 a

Wollongong futures draft strategy report for exhibition 14 a

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