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

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4. THE DELIVERY PROGRAM 4.6 Allocating responsibilities Essential Element 3.5 The Delivery Program must allocate responsibilities for each action or set of actions. One of the important requirements of both the Delivery Program and the Operational Plan is to identify who will be responsible within Council for completing the various projects or activities. This gives a clear picture of expectations, accountabilities and timeframes. For the Delivery Program, the minimum requirement should be to allocate responsibilities to at least ‘director’ level, but it is preferable to allocate to a further level below this so that project managers, as well as their Directors, are held responsible for delivering outcomes. For example, if one of the strategies in the Delivery Program is “Ensure libraries are socially inclusive and user friendly” then the Program could nominate the Director of Community Services as being the responsible person for delivering this action. However, it would be preferable to also nominate the Manager of Library Services, as this makes it much clearer that responsibility for delivering the action sits within a particular section of the Community Services division. For the Operational Plan, responsibilities should be allocated to at least ‘middle management’ level. Councils will need to interpret this within the context of their own organisational structures, but the intention is that, as the plans get more detailed, the allocation of responsibility will get more specific. For example, it is not sufficient to nominate the Director of Works and Services as the sole person responsible for a list of proposed road maintenance works in the Operational Plan. At this level of detail, the allocation of responsibilty should be, for example, with the Manager of Roads. One of the General Manager’s key responsibilities in implementing the plans is to ensure that council staff understand the bigger picture, including how their particular duties are helping to achieve strategic objectives and better outcomes for the community. One way of doing this is to link Delivery Program and Operational Plan responsibilities to the staff performance system, so that they become an intrinsic part of a staff member’s regular performance review with his or her supervisor/s. The diagram that follows shows how the relationships work. Planning & Reporting Manual Page 94 of 115
4. THE DELIVERY PROGRAM Council leads community strategic planning process and adopts objectives that are within its responsibility Community Strategic Plan Mayor & Councillors Delivery Program Council prepares a Delivery Program, based on the Community Strategic Plan objectives, with assistance from the General Manager and staff. The GM allocates responsibilities for actions in the Delivery Program. General Manager General Manager reports regularly to Council on progress in implementing plans General Manager prepares Operational Plan and allocates responsibilities Community Council reports to community each year on progress in delivering the plans Operational Plan Directors Staff Managers Directors, Managers & staff implement actions and report back through organisation structure and staff performance system. Planning & Reporting Manual Page 95 of 115
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PLANNING A SUSTAINABLE FUTURE MANUA
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Reporting requirements at a glance
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I NTRODUCTION Integrating council p
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