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

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2. THE COMMUNITY STRATEGIC PLAN In developing the engagement program for the Community Strategic Plan, Council will essentially be undertaking three processes: I. Providing information to the community: this includes the information, statistics, discussion papers etc prepared by Council to inform the plan, as well as an outline of the planning process II. Seeking information from the community: obtaining feedback on levels of service the community wants and is willing to pay for, suggestions, opinions and other relevant information that may assist the planning process III. Involving the community in working through the issues raised and developing objectives and strategies for the Plan. The diagram following illustrates the process a council might undertake when developing its Community Engagement Strategy for the Community Strategic Plan. Scoping Stakeholders What is the purpose of the engagement process What are the ‘deliverables’ What are the principles underpinning the process What timeframes apply What financial and human resources are available, and are there opportunities for resource sharing Will consultants be required Who are the main stakeholder groups both within and outside the LGA What other groups would have an interest in the process Methods Compile a list of engagement methods that may be used eg workshops, media community forums, surveys, focus or drop-in groups, blogs, info kiosks. Strategies Which methods will Council use to engage each of these groups How will it tailor that method to suit the group Are multiple methods required Implementation Develop an implementation schedule to ensure the various activities are conducted within the timeframe. Allocate responsibilities and resources. Review How will Council review the effectiveness of the program both during and after its delivery Are there opportunities to adjust the approach if it isn’t working All councils are encouraged to make their Community Engagement Strategy available to their community by including it on their website. Planning & Reporting Manual Page 40 of 115
2. THE COMMUNITY STRATEGIC PLAN Levels of Service One of the most important discussions councils will have with their communities during the planning process is in regard to expected levels of service. Many councils find it challenging to meet the increasing expectations of their community – particularly in rural areas where changing demographics often bring different views of service standards. Although it may be difficult to gain consensus on levels of service, it is helpful to at least hold these discussions with the community. What do people really expect in terms of rural roads or street cleaning or recreational facilities Are they willing to meet the cost of increasing expectations Can they identify priorities in service provision The Asset Management section of this Manual contains further information on determining service levels specifically in relation to assets. However, this information is also relevant to the provision of services. Working with NSW Government agencies There are mutual benefits for local councils and NSW Government agencies in working together to deliver services for the community. To work effectively with State agencies, it is important to build on established relationships and utilise existing forums to identify areas in common and potential partnerships. Working on a regional basis, as part of a Regional Organisation of Councils for example, will be more efficient and effective than inviting State agencies to attend general community consultation sessions as part of the development of Council’s Community Strategic Plan. To obtain input from State agencies, in many cases it will be more effective to develop a draft Community Strategic Plan, or if working as a regional group, identify the priorities for the region, then convene a State agency forum that invites those agencies that have been identified as potential partners in the delivery of the community’s or region’s priorities and aspirations. The Department of Premier and Cabinet (DPC) facilitates regional coordination of State agencies through the Regional Managers’ Network. Councils within a particular region may find it beneficial to discuss with their DPC Regional Coordinator the best means of providing information to and seeking feedback from Regional Managers of State agencies. For example, if councils participate in a Regional Organisation of Councils (ROC) or similar regional networks, they may be able to utilise a Regional Managers’ Network meeting to provide information and obtain feedback on regional priorities and other community issues. Further information on the NSW Government’s Regional Coordination Program is available at www.dpc.nsw.gov.au . Planning & Reporting Manual Page 41 of 115
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