3.7. Working together for collective impact

Plans facilitate the expected outcomes. Likewise, funding of new infrastructure, or provision of public amenities and social facilities and services need to be aligned with expectations of existing communities and to support a growing population, to make the Clarence a great place to live, work and play.

Council cannot act alone to make the Clarence Valley a community full of opportunity. It will require a wide range of people in the community and the public and private sector working together, actively and with purpose, to get the best outcomes.

Spatial planning is designed to “bring together and integrate policies for the development and use of land with other policies and programmes which influence the nature of places and how they function”.

Spatial planning goes beyond traditional land-use planning. It facilitates and promotes sustainable and inclusive patterns of urban and rural development.

Rather than operating through a narrow technical perspective, spatial planning should actively involve all members of society because everyone has a stake in the places in which they live, work and play - University College London & Deloitte, 2007

Collective impact, where stakeholders collaborate across sectors to address complex issues, is a problemsolving process. Through working together, with a wide range of people and sectors contributing, it enables solutions to emerge. Preparing strategic plans or trying to provide solutions for ‘wicked’ or complex problems - like creating more resilient communities - often have no single solutions and they require input and knowledge from a range of people across different sectors. The outcomes of various interrelated interventions are often unpredictable at the start of the process, but if we work together the outcomes will be more positive than if we have no plan at all.

Figure 6 illustrates the five conditions for effective collective impact, which should be applied to progress the actions of this LSPS, along with other work programmes across Council and with other agencies and the community.

Figure 6 - Conditions for effective collaboration and collective impact

4. PLANNING PRIORITIES

The planning priorities outlined in this draft LSPS have been grouped under the following themes, in order to align with our Community Strategic Plan, the Clarence 2027.

Themes:

4.1 Our society - A community of opportunity

Land use planning will help to nurture the places and spaces we love, to retain and enhance community life, and provide for a growing population where people are healthy, safe, connected and live in harmony with the natural and built environment.

4.2 Our infrastructure - efficient and resilient infrastructure to service the community

Strategic planning will ensure that infrastructure is provided efficiently and effectively to support a growing community and that infrastructure is resilient and sustainable.

4.3 Our economy - A thriving and sustainable economy

Strategic planning will help strengthen and diversify our economic base in a way that complements the environmental and social values of the Clarence.

4.4 Our environment - living in harmony with a well managed natural environment

Council and the community will value, respect and actively participate in the care, protection and management of the Clarence’s natural and built environment for current and future generations.

4.5 Our Leadership - supporting a collaborative environment for collective impact

Work together with the community, including business and government, to achieve the short, medium and long term goals for the Clarence in accordance with community aspirations.

Actions

The Actions to help achieve our priorities have been given a timeframe to ensure their implementation, using the following code:

Timeframes Short Medium Ongoing 1 –2 years 2 –5 years Longer term actions for a cycle of continuous improvement