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

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3. THE RESOURCING STRATEGY _______________________________________________________________________________ The Resourcing Strategy The Community Strategic Plan provides a vehicle for expressing long-term community aspirations. However, these will not be achieved without sufficient resources – time, money, assets and people – to actually carry them out. The Resourcing Strategy consists of three components: Long Term Financial Planning Workforce Management Planning Asset Management Planning The Resourcing Strategy is the point where Council assists the community by sorting out who is responsible for what, in terms of the issues identified in the Community Strategic Plan. Some issues will clearly be the responsibility of Council, some will be the responsibility of other levels of government and some will rely on input from community groups or individuals. The Resourcing Strategy focuses in detail on matters that are the responsibility of Council, and looks generally at matters that are the responsibility of others. _______________________________________________________________________________ Planning & Reporting Manual Page 58 of 115
3. THE RESOURCING STRATEGY 3.1 General Requirements Local Government Act A council must have a long-term Resourcing Strategy for the provision of resources required to implement the strategies established by the Community Strategic Plan that council is responsible for. The strategy must include provision for long-term financial planning, workforce management planning and asset management planning. The Community Strategic Plan provides a vehicle for each community to express its long-term aspirations. However, these aspirations will not be achieved without sufficient resources – time, money, assets and people – to carry them out. The Resourcing Strategy is a critical link when it comes to translating strategic objectives into actions. It will also be one of the more challenging aspects of the new planning framework for councils to prepare, because the components cannot be completed in isolation and will take considerable time, especially asset management. The integrated nature of the plans means that essentially they will all be developed concurrently, with cross-referencing and adjustment as the development of each plan progresses. The community will need to have some basic information about community assets and their condition to help inform its strategic planning process, but the final strategy for asset management can’t be completed until the Community Strategic Plan has been finalised. The Community Strategic Plan can’t be finalised until financial projections and options have been prepared and discussed with the community. The Long Term Financial Plan will not take on a level of detail until the Delivery Program and Operational Plans are developed. The Resourcing Strategy process will allow communities to consider a wider range of options for delivering strategic outcomes. Councils do not have full responsibility for implementing or resourcing all the community aspirations identified in the Community Strategic Plan. Other stakeholders, such as State agencies, nongovernment organisations, community groups and individuals also have a role to play in delivering these outcomes. The Resourcing Strategy process provides an opportunity to quantify what Council’s contributions might be. Planning & Reporting Manual Page 59 of 115
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PLANNING A SUSTAINABLE FUTURE MANUA
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CONTENTS INTRODUCTION Planning requ
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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
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Page 99 and 100: 4. THE DELIVERY PROGRAM 4.10 Review
Page 101 and 102: 5. THE OPERATIONAL PLAN 5.1 Prepari
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6. THE ANNUAL REPORT 6.3 Financial
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6. THE ANNUAL REPORT Councils are e
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6. THE ANNUAL REPORT 6.7 Making the
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