Our planning framework

The Integrated Planning and Reporting (IP&R) framework guides the way local government plans, documents and reports its future strategies for the future. The IP&R Framework begins with the community’s aspirations for a period of least 10 years, considered by each newly elected council and which is underpinned by a suite of integrated plans that set out a vision and objectives and hones down to specific actions to achieve those aspirations. It involves a reporting structure to communicate progress to council and the community as well as a structured timeline for review to ensure the goals and actions are still relevant.

Community Engagement Strategy

The Community Engagement Strategy is based on social justice principles and details how we engage with our community to prepare the Community Strategic Plan.

Community Strategic Plan – THE CLARENCE 2032

The Community Strategic plan is the overarching document for all plans and policies of the Council. It identifies the community’s aspirations and priorities for the future of the local government area.

The five themes of the CSP

1. Society To create a place where people are healthy, safe, connected and in harmony with the natural environment to retain and improve the quality of community life

2. Infrastructure

For Council to maintain our diverse infrastructure base to serve the needs of the Clarence

3. Economy To strengthen and diversify the region’s economic base in a way that complements the environmental and social values of the Clarence

4. Environment

For Council and the community to value, respect and actively participate in the care and management of the Clarence’s natural environment for current and future generations

5. Leadership To set the overall direction and long term goals for the Clarence in accordance with community aspirations

Delivery Program

The Delivery Program is the key directional document for the term of the elected council. It is developed by a newly elected council and adopted before the end of June in the year following the election. And it presents as a statement of commitment to the community by outlining the focus the council intends to contribute toward achieving the long term aspirational goals of the community as identified in the Community Strategic Plan.

Resourcing Strategy

Without sufficient resources - money, people and assets, the objectives of the Operational Plan cannot be achieved. The Resourcing Strategy consists of three components: ▪ Long Term Financial Plan – a ten year financial plan, often presented as more than one scenario that informs decision making and planning. ▪ Workforce Management Strategy – a minimum four year strategy that addresses the human resourcing needs and challenges of the organisation in achieving goals. ▪ Asset Management Strategy – a minimum ten year strategy that is supported by Asset Management

Plans that details the management and maintenance strategies for assets within the ownership of

Council.

Operational Plan

Supporting the Delivery Program is an annual Operational Plan prepared by the General Manager and staff. The Operational Plan defines quite specifically how the commitments of the Delivery Program will be achieved by detailing what the organisation will deliver where, how delivery will be resourced, at what cost and who is accountable for action as well as how performance is measured. It is a document of organisational accountability. The Operational Plan is intrinsically linked to staff performance with outcomes reflected in individual workplans. The Clarence Valley Council’s Operational Plan is prepared by the organisation’s leadership team in consultation with coordinators of teams and staff who delivery services and activities. This ongoing cycle of planning and reporting is reflected in the illustration below:

Long Term Financial Plan

2022/23 to 2031/32

Issue Revision Date Description Controlled by Approved –Resolution No.

Draft

Final

Draft

Final

17/4/2021 For Exhibition Nigel Longstaff 6c.20.043 23/6/2021 Adopted Nigel Longstaff 6a.20.014 29/4/2022 For Exhibition Nigel Longstaff 07.22.062B 28/06/2022 Adopted Nigel Longstaff TBA