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

More documents

Recommendations

Info

2. THE COMMUNITY STRATEGIC PLAN 2.2 Deciding on timeframes Local Government Act The Community Strategic Plan must cover a period of at least 10 years. The minimum timeframe for a Community Strategic Plan is 10 years. This is based on accepted principles of strategic planning and reflects the requirements of the National Framework for Local Government Financial Sustainability which were signed off by all States and Territories in 2007/08. Some people find it challenging to envisage the future more than a few years ahead, or to think in big picture concepts, so it is important to concentrate on general themes and objectives rather than specifics when preparing the Community Strategic Plan. For example, a Plan might say “we want to increase educational opportunities in our area” rather than “we want a new TAFE college or uni campus in a our town”. This allows the community to consider a wide range of options for a wider range of people and encourages a more innovative approach. The actual details of projects and programs to support the community’s strategic objectives will be spelled out in Council’s Delivery Program and Operational Plans, or included in any partnerships established with other providers, such as State agencies. The purpose of the Community Strategic Plan is to provide a road map of what is important to the community and where it wants to go. Councils responsible for water supply and sewerage infrastructure Councils that have responsibility for water supply and sewerage infrastructure need to comply with the requirements and timeframes of the NSW Government’s Best-practice Management of Water Supply and Sewerage Guidelines, 2007. These requirements include: preparing and implementing a 30-year Integrated Water Cycle Management (IWCM) Strategy preparing and implementing a 20-30 year Strategic Business Plan, Financial Plan and associated asset management plans Annual Performance Monitoring, including preparing an annual Action Plan to review the council’s performance and to identify and address any areas of under-performance. The review also includes whether the current Typical Residential Bill is in accordance with the projection in the Strategic Business Plan and any proposed corrective action. The development of both the IWCM Strategy and the Strategic Business Plan require significant community involvement. Further information on these requirements is available from the NSW Office of Water website www.water.nsw.gov.au. Planning & Reporting Manual Page 20 of 115
2. THE COMMUNITY STRATEGIC PLAN 2.3 Getting started The effectiveness of the Community Strategic Plan and the implementation structures that support it (the Resourcing Strategy, Delivery Program and Operational Plans) will depend largely on the quality of information that is used to inform them and the way the plans are organised and presented to the community. It is important that everyone has a clear vision of what they are trying to create and how they are going to do it. Council is responsible for managing the planning process, so that a wide range of community members have a chance to contribute to the Community Strategic Plan. Other partners, such as State agencies, also have a responsibility in this regard to assist the council with relevant, available data and to participate in consultation. There are a number of preparatory processes to undertake before Council and the community can start setting long-term objectives and devising strategies to achieve them. These activites include: Deciding how Council will manage the project - Who will be responsible for what What are the timeframes we need to work to Agreeing on the principles that will underpin the Community Strategic Plan Identifying key issues affecting the area and possible impacts and opportunities Identifying existing plans that may relate to or inform the Community Strategic Plan Preparing a Community Engagement Strategy – how will Council involve the community in the development of the Community Strategic Plan Who needs to be involved How will it be done Managing the project It is recommended that councils use a multi-disciplinary team to manage the planning process. Because the new plans are integrated plans, it is important that community services, environmental management, asset management, engineering and corporate services staff are involved, as well as planning practitioners. For the first Community Strategic Plan (2008-2012 council term) each council will have differing timeframes to prepare the Community Strategic Plan, Resourcing Strategy and Delivery Program. For subsequent terms, Council will have 9 months to review and update as necessary the Community Strategic Plan and the Resourcing Strategy and prepare its Delivery Program. This means that council may need to start the preliminary work before the local government election so that new councillors can use their first three months of office to meet their responsibilities in the planning process and preparing for their role in the community engagement sessions. The General Manager should make allowance for this when preparing the Councillor induction program. Planning & Reporting Manual Page 21 of 115
Page 1 and 2: PLANNING A SUSTAINABLE FUTURE MANUA
Page 3 and 4: CONTENTS INTRODUCTION Planning requ
Page 5 and 6: This page is intentionally blank Pl
Page 7 and 8: Reporting requirements at a glance
Page 9 and 10: I NTRODUCTION Integrating council p
Page 11 and 12: 1. T HE PLANNING FRAMEWORK 1.1 Gett
Page 13 and 14: 1. T HE PLANNING FRAMEWORK Timefram
Page 15 and 16: 1. T HE PLANNING FRAMEWORK Roles an
Page 17 and 18: 2. THE COMMUNITY STRATEGIC PLAN The
Page 19: 2. THE COMMUNITY STRATEGIC PLAN Req
Page 23 and 24: 2. THE COMMUNITY STRATEGIC PLAN 2.4
Page 27 and 28: 2. THE COMMUNITY STRATEGIC PLAN Mor
Page 29 and 30: 2. THE COMMUNITY STRATEGIC PLAN
Page 31 and 32: 2. THE COMMUNITY STRATEGIC PLAN Loc
Page 35 and 36: 2. THE COMMUNITY STRATEGIC PLAN Whe
Page 37 and 38: 2. THE COMMUNITY STRATEGIC PLAN Inc
Page 41 and 42: 2. THE COMMUNITY STRATEGIC PLAN Lev
Page 43 and 44: 2. THE COMMUNITY STRATEGIC PLAN Cou
Page 51 and 52: 2. THE COMMUNITY STRATEGIC PLAN Ass
Page 53 and 54: 2. THE COMMUNITY STRATEGIC PLAN Pos
Page 59 and 60: 3. THE RESOURCING STRATEGY 3.1 Gene
Page 61 and 62: 3. THE RESOURCING STRATEGY Planning
Page 63 and 64: 3. THE RESOURCING STRATEGY managed
Page 65 and 66: 3. THE RESOURCING STRATEGY 3.2.4 Pe
Page 67 and 68: 3. THE RESOURCING STRATEGY 3.4 Asse
Page 69 and 70: 3. THE RESOURCING STRATEGY 3.4.1 As
Page 71 and 72:
3. THE RESOURCING STRATEGY Where do
Page 73 and 74:
3. THE RESOURCING STRATEGY Implemen
Page 75 and 76:
3. THE RESOURCING STRATEGY Developi
Page 77 and 78:
3. THE RESOURCING STRATEGY Suggeste
Page 79 and 80:
3. THE RESOURCING STRATEGY Sound an
Page 81 and 82:
3. THE RESOURCING STRATEGY Step 3.
Page 83 and 84:
3. THE RESOURCING STRATEGY Defining
Page 85 and 86:
4. THE DELIVERY PROGRAM ___________
Page 87 and 88:
4. THE DELIVERY PROGRAM 4.2 Single
Page 89 and 90:
4. THE DELIVERY PROGRAM Covering a
Page 91 and 92:
4. THE DELIVERY PROGRAM Community S
Page 93 and 94:
4. THE DELIVERY PROGRAM 4.5 Linking
Page 95 and 96:
4. THE DELIVERY PROGRAM Council lea
Page 97 and 98:
4. THE DELIVERY PROGRAM 4.8 Communi
Page 99 and 100:
4. THE DELIVERY PROGRAM 4.10 Review
Page 101 and 102:
5. THE OPERATIONAL PLAN 5.1 Prepari
Page 103 and 104:
5. THE OPERATIONAL PLAN 5.3 Measuri
Page 105 and 106:
5. THE OPERATIONAL PLAN 5.3.2 Measu
Page 107 and 108:
6. THE ANNUAL REPORT 6.1 General ov
Page 109 and 110:
6. THE ANNUAL REPORT 6.3 Financial
Page 111 and 112:
6. THE ANNUAL REPORT Special Schedu
Page 113 and 114:
6. THE ANNUAL REPORT Councils are e
Page 115:
6. THE ANNUAL REPORT 6.7 Making the
show all

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?