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

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3. THE RESOURCING STRATEGY The model can be as simple as assuming a linear relationship with one variable, for example, assuming that water usage will increase in direct proportion to population growth. Such a minimalist approach would align with a ‘core’ asset management approach. At the other extreme, sophisticated models assessing the impacts of a number of demand factors can be developed. This would be expected from a council that is capable of adopting an ‘advanced’ asset management approach. By adequately forecasting demand, councils are better placed to respond to the likely impact on their asset base, either through better planning for future upgrades of assets or through the creation of new assets, or through demand management strategies (attempting to change the pattern of demand to minimize or eliminate the need to upgrade assets). 3.4.3 Reporting Essential Element 2.18 Councils must report on the condition of their assets in their annual financial statements in line with the Local Government Code of Accounting Practice and Financial Reporting. As Council is responsible for the custody of and is the trustee of public assets, it is responsible for the accounting and management of those assets. Annual reporting to the community is an important part of transparent and accountable local government. The information provided should be simple, relevant and current. Determining satisfactory and sustainable levels of service will be subject to continual refinement and consultation between Council and the community through the Community Strategic Plan and the Delivery Program. Council’s achievements in implementing its Asset Management Strategy and Plan should be reported to the community in the context of how they have supported the council in meeting the Community Strategic Plan objectives, and the council’s Delivery Program and Operational Plan outcomes. For more information about reporting on assets, go to Chapter 6 of this Manual. Planning & Reporting Manual Page 84 of 115
4. THE DELIVERY PROGRAM _______________________________________________________________________________ The Delivery Program This is the point where the community’s strategic goals are systematically translated into actions. These are the principal activities to be undertaken by the Council to implement the strategies established by the Community Strategic Plan within the resources available under the Resourcing Strategy. The Delivery Program is a statement of commitment to the community from each newly elected council. In preparing the Delivery Program, Council is accounting for its stewardship of the community’s long-term goals, outlining what it intends to do towards achieving these goals during its term of office and what its priorities will be. The Delivery Program replaces the former Management Plan requirements. It is designed as the single point of reference for all principal activities undertaken by Council during its term of office. All plans, projects, activities and funding allocations must be directly linked to this Program. _______________________________________________________________________________ Planning & Reporting Manual Page 85 of 115
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PLANNING A SUSTAINABLE FUTURE MANUA
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CONTENTS INTRODUCTION Planning requ
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Reporting requirements at a glance
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