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

4. THE DELIVERY PROGRAM
4.3 Deciding on structure
There is no prescribed format for the Delivery Program. It is up to each council to decide how it will
organise and present the information. It does not have to be arranged into Year One, Year Two etc.
However, the following basic principles should be followed:
the Delivery Program must comply with the Essential Elements in the Guidelines
the Delivery Program is not a collection of associated plans that require cross-referencing
there must be a clear link between the Community Strategic Plan, the Delivery Program and
Operational Plan. The strategies identified in the Community Strategic Plan are carried
through to the Delivery Program and expanded into actions and then provided in more detail
in the Operational Plan
the document should be presented in such a way that it is easy for a range of readers to
follow and understand, as well as streamline a council’s planning system.
As there is a direct link between the Community Strategic Plan and the Delivery Program, it is
important to ensure that the objectives and strategies in the Community Strategic Plan are
sufficiently broad to allow alignment with Council’s full range of operations.
Developing the Resourcing Strategy will give each council a clear idea of which aspects of the
Community Strategic Plan fall under its direct responsibilities and which aspects relate to other
agencies and groups.
The Delivery Program should list all the strategies in the Community Strategic Plan, but focus
specifically on the council’s role. For example, there will be some strategies where Council will only
play the role of advocate – say, lobbying for better public transport. This role should be
acknowledged in the Delivery Program. There will be some strategies which cannot be completed
within Council’s term of office. These should also be acknowledged in the Delivery Program.
When deciding what to include in the Program, Council should consider the following:
the priorities identified by the community during the development of the Community Strategic
Plan
the levels of service expected by the community
the resourcing options considered when preparing the Long Term Financial Plan
ongoing environmental, social/cultural or capital works programs
opportunities to link with Commonwealth, State or regional programs/projects
opportunities to work with other councils in providing services
council’s legislative responsibilities and regulatory functions.
There may be some instances where a council identifies existing activities or directions that do not
appear to align with the Community Strategic Plan’s objectives and strategies. In this case, it may
be appropriate to undertake a review of these activities to decide whether they should be
discontinued or revised.
Planning & Reporting Manual Page 88 of 115