On 1 October 2009, the NSW Government's new framework for integrated planning and reporting for local councils came into effect.
Each council must prepare a number of plans, which provide details on how the council intends to deliver works and services in the short and long term, based on community priorities that have been identified through consultation and engagement.
The framework encourages councils to better integrate their various plans to plan holistically for the future. It allows councils and their communities to have important discussions about funding priorities, service levels and preserving local identity and to plan in partnership for a more sustainable future. The framework ensures all the council's plans and reports work together to achieve community outcomes.
The Reports required under Integrated Planning and Reporting are designed to link and report on progress, milestones and common issues. The main reports Council will produce are:
- Bi Annual Reports against the Delivery Program & Operational Plan and Budget.
- The Annual Report - focusing on Council's implementation of the Delivery Program & Operational Plan.
- The State of the Shire Report - 4th year on the outgoing Council - reporting on the success of the Delivery Program and how it has contributed to the strategic goals of the Community Strategic Plan. This will then be used by the incoming Council as part of their review of progress in the Community Strategic Plan.
- The Community Vision identifies long term goals and priorities for the community and the local government area.
- The Delivery Program (DP) identifies what parts of the Community Strategic Plan the Council is responsible for, and allows the Council to set out specific priorities for the term of office.
- The Operational Plan (OP) specifies the activities to be undertaken each year in support of the delivery program.
- The Resourcing Strategy holistically describes the key resourcing requirements and it is made up of the 10 year financial plan; the workforce strategy and assets management policy, strategy and plans.
The framework is designed to help improve the sustainability of the community, the local government area, and the Council using the 'quadruple bottom line' approach. This is made up of four pillars - Civic Leadership, Community, Economy and Environment.
CIVIC LEADERSHIP also commonly known as governance relates not only to the way Council interacts and works with the community but also the way the community and other agencies might become involved with delivering some of the plans objectives. It also relates to democracy and the operations of the elected Council.
COMMUNITY is the physical and emotional health of the community and how they interact with each other within the community and with others who use and support the local services and facilities
ECONOMY is not financial management, it is about where Council spends the money, how they support local industry, attract business and investment and employment opportunities to the local government area.
ENVIRONMENT refers to ecological pressures and the state of natural resources. It is important to also remember that all environmental issues are interdependent.
Shire of Bellingen Community Vision 2027
The Community Vision is a high level plan for our Shire developed in partnership with the community to outline the future for the local community. The plan sets out all the strategic priorities, outcomes and aspirations for the future of our local community, and is structured under five themes - Resilient Economy, Community Wellbeing, Places for People, Living Environment and Civic Leadership.
It identifies the main priorities and aspirations for the future of our local government area and addresses a broad range of issues and challenges that are relevant to the whole community and link to the agreed Community Vision.
While Council is responsible for leading the development of the Community Strategic Plan, it has been done with the understanding that it will be delivered as a partnership between Council, and other stakeholders such as federal/state agencies, community groups and individuals.
Download: Community Vision 2027 (Adopted June 2017)
This is the point where the community's goals and aspirations for the area are systematically translated into Council's strategic priorities and responsibilities.
The Delivery Program is a statement of commitment to the community. Importantly, it is about outcomes and achievements. The Delivery Program is the single point of reference for all activities undertaken by Council during its term of office.
The Delivery Program sets out the four year strategic objectives of Council, with the detail of each year's work in the Operational Plan.
The Operational Plan is a sub-plan of the Delivery Program and the two are wholly complementary.
The Operational Plan is the detail - the specific projects, programs and services that Council will provide in order to achieve the outcomes identified in the Delivery Program.
The Delivery Program rolls forward one step each year taking Council towards the goals of the Community Strategic Plan. The detail on Council responsibilities for the year is spelled out and carried out through the Operational Plan.
The two documents are synergistic and for this reason have been combined to present the individual actions of the Operational Plan, within the context of the Delivery Program's four year agenda.
- 2021-22 Operational Plan
- Operational Plan Report H1 2020-21
- 2020-21 Operational Plan
- 2020-21 Revenue Policy & Fees & Charges
- Town Boundaries - adopted February 2014 (PDF) (942.14 KB)
The previous year's documentation can be found by clicking HERE.
The Resourcing Strategy identifies the resources we need to deliver on all of the planning commitments. The Resourcing Strategy takes into account our capacity to deliver the Community Strategic Plan and focuses on the Delivery Program & Operational Plan.
The Resourcing Strategy contains three major planning and management documents - all of which are interlinked:
- The Asset Management Plans (AMPs) which describes all the assets under Council's control plus proposed new assets and asset disposals.
- The Workforce Management Plan (WMP) which defines current and future workforce capabilities.
- The Long Term Financial Plan (LTFP) which sets out current and future Council finances.
Together these plans provide Council with robust planning and organisational management for the years to come as they will be revisited and reviewed in line with the reporting requirements.
Components of the Resourcing Strategy, particularly the Financial Plan will need to be revised annually in conjunction with the preparation of the annual Operational Plan.
Financial Planning for the Resourcing Strategy requires Council to look at 3 time frames.
- A detailed annual budget for the Operational Plan
- 4 year Financial Plan for the Delivery Program
- 10 year financial strategy against the Community Strategic Plan
It articulates how we will ensure we have the financial capacity to do what we are planning.
- Asset Management Policy & Strategy
- Buildings and Infrastructure Asset Management Plan
- Open Spaces Asset Management Plan
- Long Term Financial Plan 2020/21 - 2029/2030
- Workforce Management Plan 2012-2016 - adopted April 2012
End of Term Report
Download the End of Term Report for the period 2012-2016