Integrated Planning and Reporting Manual - Division of Local ...

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I NTRODUCTION Councils that choose to commence under the new legislation in Group 1 will not be required to develop a new social/community plan to meet the requirement to have a current plan at 30 November 2009. Depending on a council’s progress in implementing its social/community plan, it may be in a position to extend the timeframe of that social/community plan to cover the period through to 30 June 2010. This would enable the council to conduct a review of its existing plan, and utilise the findings to inform the Community Strategic Plan that is to be developed by 30 June 2010. Group 1 councils should focus their resources on engaging with all groups within their community to develop their Community Strategic Plan, which must address social, along with environmental, economic and civic leadership issues. Group 2 and 3 councils must ensure that the social and community planning needs of their communities are in place at 30 November 2009 and through until they commence under the new legislation. State of the environment reports Under previous legislative provisions, all general purpose councils are required to prepare a comprehensive State of the Environment report (SoE) for 2008-09 and submit this to DLG by 30 November 2009. SoE guidelines are available from the ‘Publications’ page on the Division’s website. A checklist for the preparation of SoEs is also available on the website under the ‘Local Government Reform Program – Promoting Better Practice’ page (see ‘Information for Councils’). Previous SoE reporting requirements for councils remain in place until such time as a council commences in their nominated Group under the new framework. Planning & Reporting Manual Page 10 of 115
1. T HE PLANNING FRAMEWORK 1.1 Getting the most from the new planning and reporting framework The new planning and reporting framework is essentially a set of tools from which each council can build an integrated planning and reporting framework to suit their community’s needs. The framework will allow councils to build plans of appropriate size, scale and content for their communities. Just as each community in NSW is different, so each council’s Community Strategic Plan will be different. The most important thing is that the Community Strategic Plan, and the implementation structures that support it, are fit for purpose and appropriate to the communities to which they relate. The role of the Division of Local Government (DLG), Department of Premier and Cabinet in the planning process is to build the framework, to provide guidance and assistance to councils in implementing it and to check that it is working. Each council’s role is to use the planning process creatively, for the benefit of their communities. Apart from providing a clear picture for the future, the planning process can also help councils to better connect with their communities, to gain a more detailed understanding of the area in which they live and the regional context in which their community operates. The process can also provide opportunities for councils to streamline their operations. Key roles The success of the planning process relies on the commitment of the Mayor and the General Manager as well as all Councillors. Without strong support and commitment, Council will find it difficult to develop and implement a meaningful plan. The Mayor, as spokesperson for Council, is the public face of the planning process. The Mayor is responsible for explaining the purpose of the Community Strategic Plan to the community and for encouraging public support for the planning process. The ability of the Mayor and the Councillors to capture a vision for the community’s future and to inspire others to participate in that future will be fundamental to the success of the project. It is important that all Councillors support this aim and are fully committed to the value of this project. Similarly, the General Manager has a pivotal role to play in mapping out the council’s approach to the planning process and ensuring the community receives the information it needs to participate in a meaningful way. The General Manager will also be responsible for guiding the preparation of the Community Strategic Plan and council’s response to it via the Delivery Program. The General Manager is responsible for implementing the Delivery Program and will report to Council on progress and ensure that it becomes a living document with regular updates and reviews. The General Manager’s clear understanding of the planning process and the way the various components are integrated will be fundamental to the success of the project. The General Manager has an important leadership role to play in ensuring that each member of Council’s staff understands how their particular work activity contributes to achieving the objectives of the Community Strategic Plan and what is expected of them in delivering its outcomes. Planning & Reporting Manual Page 11 of 115
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