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Strategic planning in Australian local Government

Strategic planning in Australian local Government. Strategic Planning in Australian Local Government (link to document). Presentation structure. Part 1: Background Part 2: State overviews Part 3: Unique features Part 4: Observations. Part 1: Background. Definitions

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Strategic planning in Australian local Government

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  1. Strategic planning in Australian local Government

  2. Strategic Planning in Australian Local Government (link to document)

  3. Presentation structure Part 1: Background Part 2: State overviews Part 3: Unique features Part 4: Observations

  4. Part 1:Background Definitions Strategic Planning concerned with influencing trends and issues in the locality, irrespective of a council’s corporate responsibilities Corporate Planning planning for the administration of a council’s own activities

  5. TErms

  6. A context of reform

  7. Part 2: State overviews

  8. New South Wales

  9. The northern territory Local Government Objectives (s13) Community or Strategic Plan Long Term Financial Plan Regional Management Plan Council Annual Plan Service Delivery Plan Annual Budget

  10. Queensland • 5 year corporate plan which incorporates community engagement • Long term asset management plan • Long term financial forecast • Annual budget and revenue statement • Annual operational plan

  11. South Australia

  12. Tasmania • Five year strategic management plan • Annual plan • In addition the Tasmanian Public Health Act 1997 states that a council must develop and implement strategies to promote and improve public health

  13. Western Australia

  14. Victoria Local Government Victoria 2013, Local Government Planning and Reporting Better Practice Guide, Local Government Victoria DPCD, p. 6

  15. Part 3: Unique features

  16. NSWEnd of term reports • The NSW Local Government Act 1993 is the only legislation in Australia which requires councils to prepare an end of term report. • It contains an account of the degree to which the council implemented its community strategic plan through the four year delivery program.

  17. NTService delivery and regional planning Shire plans must contain a service delivery plan which aligns with requirements in the relevant regional management plan. For example, opportunities for the Northern Region are: • Sharing of knowledge and policies with a view to the standardization of procedures, service delivery and by-laws. • Opportunities to establish other regional models of service delivery, from waste management policies and practices to youth, sport and recreation program delivery models. • Investigation of a range of insurance options with the view to reducing premiums. • Investigation of joint procurement of legal and veterinary services. Source: Department of Local Government, NT 2012 Local Government Regional Management Plan July 2012 – June 2016, Northern Region Department of Local Government, NT

  18. SAIntergovernmental alignment Strategic Management Plans outline council objectives for at least four years including how those objectives align with those of other councils and other spheres of government and how any overlapping services can be coordinated.

  19. WAAdvisory standardStrategic Community Plan

  20. WAAdvisory standardCorporate Business Plan

  21. VicPerformance Reporting

  22. VicPerformance Reporting “Effective performance reporting by councils is essential for ensuring accountability to residents and ratepayers as to how public money is being spent and the quality of services delivered.” Local Government Performance Reporting Framework Directions paper Department of Planning and Community Development, VIC 2012 Draft Local Government Performance Reporting Framework and Indicators, Working Paper Department of Planning and Community Development, VIC 2012

  23. Part 4: Observations

  24. Strengthening capacity for strategic and corporate planning • Small local governments • Quality of communications • Alignment between governments • Managing community expectations • Sharing experiences

  25. Roles of the CEO, mayor and Councillors The success of the planning process relies on the commitment of the mayor and the general manager as well as all councillors. Without strong support and commitment, council will find it difficult to develop and implement a meaningful plan. DLG NSW 2010 .

  26. The challenge of Integration WA Advisory Standard

  27. The challenge of Integration cont • State and local government integration • Land use planning

  28. And some Final observations • Local Context • Performance Reporting • Is it even necessary?

  29. Are legislative provisions leading to better strategic planning and reporting ? • Is the planning and reporting process guiding efficiencies, improvements and better outcomes? • Are strategic objectives guiding and informing long-term resourcing decisions? • Are communities becoming more engaged and informed? Is this leading to better outcomes for communities? • What more is needed to improve collaborative processes and strategic thinking skills of decision-makers? • What more is needed to achieve integration within councils? between levels of government?

  30. 2014 Local Government Research Forum Wednesday 30th April 2014 Pullman Albert Park Hotel, Melbourne In conjunction with the 2014 LGMA National Congress and Business Expo (30 Apr – 2 May) • Paper presentations • Panels • Keynotes An opportunity to see the latest local government research and meet with leading academic and practitioner researchers For more information, visit www.acelg.org.au

  31. Thank you

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