The process

Integration is key. Each planning element should support the achievement of other elements across the Integrated Planning and Reporting framework. The most effective way to achieve an integrated suite of plans is to develop the plans with an integrated (cross-council) group of planners, so that as each plan begins to take shape, the impact on or consequences of other plans in the suite can be considered, and each plan adjusted accordingly.

Tips for achieving integration across the suite of plans:

• Plan appropriate timeframes to enable each component of the framework to be developed in an iterative way, taking into consideration the impacts and consequences of the other plans in the suite (the ‘Community Strategic Plan’ chapter of the Integrated Planning and Reporting Manual for local government in NSW provides for suggestions on timeframes and sequencing).
• Approach Integrated Planning as a whole-of-council activity. Some councils have established IP&R working parties to facilitate the planning process.
• Use the themes identified in the Community Strategic Plan as the basis of the structure for the Delivery Program and Operational Plan
• Use colour coding and numerical referencing to connect the goals in the Community Strategic Plan through the Delivery Program to the actions in the Operational Plan. Where appropriate, the same coding can be applied to the Resourcing
• Strategy documents to make clear how specific programs or activities are to be resourced.
• Track specific activities across the suite of plans to ensure all aspects have been appropriately considered. For example, if the Workforce Plan has a strategy to “Develop a new recruitment and selection portal on the website”, the Delivery Program should indicate which year this will be undertaken, and the budget for its ongoing maintenance should be incorporated into the Long-Term Financial Plan.
• The Integrated Planning and Reporting Manual for local government in NSW provides detailed information about integrating the plans and good practice examples.

The success of an integrated planning process relies on the commitment of the Mayor and all councillors, the General Manager, Directors, and senior staff… in fact, everyone! All staff should be able to see how their individual work plan and their team’s work program achieve the Operational Plan, which achieves the Delivery Program, which achieves objectives of the Community Strategic Plan.

Without strong support, commitment and understanding of the suite of plans, the council will find it difficult to effectively achieve community outcomes. The Mayor, as spokesperson for the council, is the public face of the planning process. The Mayor is responsible for explaining the purpose of the Community Strategic Plan to the community and for encouraging public participation in the planning process.

The General Manager is responsible for guiding the preparation of the Community Strategic Plan and the council’s response to it through the Delivery Program and the Resourcing Strategy. The General Manager is responsible for implementing the Delivery Program and will report to council on the progress of delivery, to ensure that it is a ‘living’ document, which is regularly reviewed and updated as necessary.

Senior staff will provide timely advice to the General Manager, as required, on the progress of projects/activities included in the Delivery Program and each Operational Plan. These staff will also be responsible for working with and supporting the General Manager in the development of the various plans, maintaining a watching brief over the implementation of the plans and advising the General Manager of any matters that may affect the delivery of the plans. They will also need to ensure that team and individual work plans support the achievement of the Delivery Program and Operational Plan.

A summary of the roles and responsibilities of key council players in the implementation of the Integrated Planning and Reporting framework can be found in the Integrated Planning and Reporting Handbook for local government in NSW (PDF, 8.7 MB).

A suggested timeframe for developing the suite of plans is shown below.

The ‘Community Strategic Plan’ chapter of the Integrated Planning and Reporting Manual for local government in NSW (PDF, 1.8 MB) provides detailed information on how to get started, deciding on timeframes and sequencing, allocating responsibilities and agreeing on principles.

County councils also prepare an integrated suite of plans. While they do not prepare a Community Strategic Plan (as this work is undertaken by their constituent councils), they will instead prepare a Strategic Business Plan. This plan must give due regard to the Community Strategic Plan/s of the constituent councils and be developed in consultation with the constituent councils. Community engagement may also be required on the issues specific to the county council’s plan.

Specific exemptions and modifications to clarify the requirements for county councils are included in the Local Government (General) Regulation 2021.

Councils that have responsibility for water supply and sewerage infrastructure need to comply with the requirements and timeframes of the NSW Government’s Regulatory and Assurance Framework for Local Water Utilities.

County Councils differ in nature and size to their constituent councils and their planning documents will reflect this. The ‘Community Strategic Planning’ chapter of the Integrated Planning and Reporting Handbook for local government in NSW (PDF, 8.7 MB) provides further information for county councils and better practice examples.