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

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I NTRODUCTION This Local Government Planning and Reporting Manual is issued in line with section 406(5) of the Local Government Act 1993 to provide guidance to councils to explain the reasoning behind, and the general intent of the requirements of the Legislation and Guidelines. The guidance information in the Manual is provided to assist councils to understand what is required and how the various elements can fit together. Because each council is different, it is reasonable to expect that the legislation and Essential Elements in the Guidelines will be applied in different ways, depending on the geographical location, demographics and culture of the council area. For example, a small rural council might carry out community engagement activities in a different manner to a large city council. Councils should consider the Manual when preparing their plans and reports, but this information does not form part of the mandatory requirements prescribed by the legislation and Guidelines. A new approach to planning and reporting A new planning and reporting framework for NSW local government has been introduced. These reforms replace the former Management Plan and Social Plan with an integrated framework. It also includes a new requirement to prepare a long-term Community Strategic Plan and Resourcing Strategy. The components of the new framework, and how they fit together are explained in this Manual. Community Strategic Plan 10 years+ Resourcing Strategy Delivery Program 4 years Operational Plan Annual Perpetual monitoring & review framework Annual Report Local Government Planning and Reporting framework Planning & Reporting Manual Page 8 of 115
I NTRODUCTION Integrating council plans and reports The new framework recognises that communities do not exist in isolation – they are part of a larger natural, social, economic and political environment that influences and, to a large extent, shapes their future direction. Neither do council plans exist in isolation – land use and infrastructure planning produces social, environmental and economic outcomes, and vice-versa – they are connected. This framework encourages councils to draw their various plans together, to understand how they interact and to get the maximum leverage from their efforts by planning holistically for the future. It recognises that most communities share similar aspirations: a safe, healthy and pleasant place to live, a sustainable environment, opportunities for social interaction, opportunities for employment, reliable infrastructure, etc. The difference lies in how each community responds to these needs. That is what shapes the character of individual towns and cities. The new framework opens the way for councils and their communities to have important discussions about funding priorities, service levels and preserving local identity and to plan in partnership for a more sustainable future. The framework has been developed after extensive consultation with the local government sector and other key stakeholders. Commencing under the new framework and transition arrangements The Local Government Amendment (Planning and Reporting) Act 2009 provides transitional provisions for phasing in the legislative requirements of the integrated planning and reporting framework over a three-year period. Councils will decide which of three Groups they will commence in. The timeframe for each of the Groups is as follows: Group 1: Community Strategic Plan and Delivery Program adopted by 30 June 2010 Group 2: Community Strategic Plan and Delivery Program adopted by 30 June 2011 Group 3: Community Strategic Plan and Delivery Program adopted by 30 June 2012. Transitional provisions provide that councils continue to operate under the legislative requirements in place prior to the Amendment Act, until such time as their Group commences under the new Integrated Planning and Reporting framework. Councils have been particularly interested in clarifying their responsibilities during the transition period in relation to the following: Social/community plans Under the previous legislation all general purpose councils must have a social/community plan for their area. These must be submitted to DLG every five years. Most councils submitted social/community plans in November 2004, and were therefore due to submit again by 30 November 2009. Under the new Integrated Planning and Reporting framework, there is no longer a requirement for a separate social/community plan. However, social planning by councils continues to be a critical part of councils’ business, but will now be integrated into a more strategic and streamlined approach to planning. Identified actions in existing social/community plans which may not have progressed into a council’s annual management plan will now be embedded into the strategic planning framework. This elevates the importance of social planning by councils. Planning & Reporting Manual Page 9 of 115
Page 1 and 2: PLANNING A SUSTAINABLE FUTURE MANUA
Page 3 and 4: CONTENTS INTRODUCTION Planning requ
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4. THE DELIVERY PROGRAM ___________
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4. THE DELIVERY PROGRAM 4.2 Single
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4. THE DELIVERY PROGRAM 4.10 Review
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5. THE OPERATIONAL PLAN 5.1 Prepari
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6. THE ANNUAL REPORT 6.1 General ov
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6. THE ANNUAL REPORT 6.3 Financial
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6. THE ANNUAL REPORT 6.7 Making the
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