Local Government Victoria Codesign Integrated · Q5.1.3 How can councils engage with the whole community, all levels of government and other stakeholders to develop and deliver the

Local Government Victoria

Codesign Integrated Strategic Planning & Reporting

Jobs,Precinctsand Regions

Q5

APPENDIX 1 Data Summary

5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8

2 APPENDIX 1 - Data Summary - Q5

overview

5.1.1 In the context of an integrated planning framework, how might councils ensure strategic planning addresses the Community Vision?

The main way to ensure strategic planning addresses the Community Vision is to place the vision at the top of the hierarchy and clearly show how it links to strategies and plans. The key suggestions for ensuring ongoing alignment include setting clear measures and indicators, and reviewing on a regular basis how strategies and plans are performing at meeting the Community Vision. Comprehensive community engagement will support this process, although it will be important to ensure that this engagement produces a vision that is achievable and appropriate for councils.

Line of sight and linkages

Engagement

Centralise Community Vision

Measures, indicators and KPIs

Clarity and scope

Annual reporting and review

Fit for purpose and community appropriate

Templates

Education and training

Other

67%

14%

5%

26%

14%

19%

21%

10%

17%

7%

Q5.1.1

Percentage of teams identifying theme (N=42)


theme summaries

SummARy

Councils can ensure strategic planning addresses the Community Vision by ensuring there are clear linkages and lines of sight, both between the Community Vision and Council Plan, but also by showing how the Community Vision links through to other plans and strategies. Some specific ideas for how these linkages play out include the budget directly supporting the Community Vision, and using the Vision can help with prioritising of actions. Structuring policies and plans based on Community Vision themes was another idea put forth to maintain linkages.

QuotES

‘Ensuring that there is a clear line of sight, from how the Community Vision engagement occurs, to setting the vision, showing the alignment to the council plan and to service plan’

‘Strategies and plans that are referenced in the Council Plan are developed and implemented in alignment with community aspirations and priorities as outlined in the Vision’

‘The goals/pillars in the council plan (and others) should reflect the vision’

‘Council Plan actions should be driven by strategic indicators. Strategic indicators are set by the community in the Community Vision’

‘The Community vision needs to inform the actions within the strategic plans…Strategic planning helps prioritise the aspirations that people have in the vision into what is realistic by giving context of availability or constraints of resources…There should be commentary in the strategic planning to explain what components of the community vision it will achieve’

tHEmE

Line of sight and linkages

Q5.1.1

Count Percent

28 67%

SummARy

Eleven teams mentioned that representative / inclusive engagement was necessary to develop a vision that meets the needs of the community, so that strategies could then align with these.

QuotES

‘Articulated set of integrated objectives/KPI’s that meets the community vision developed via deliberate community engagement…Ongoing community engagement and market penetration’

‘Strong community engagement and then understanding what council’s role in implementing is and aligning it to the strategic direction of the council’

‘Deliberative engagement practices used to collaborate with the community to articulate and agree on a desired future and key priorities.’

‘Ensure the Vision is developed based on a representative sample of the community. It must reflect the

diverse views of our diverse communities, and not limited to the views of the hyper engaged.’

tHEmE

EngagementCount Percent

11 26%


SummARy

Further to having a clear line-of-sight and linkages to the Community Vision, a number of teams mentioned that the Vision should be at the top of the hierarchy / central to strategies and documents.

QuotES

‘Ensure the Community Vision is at the top of the planning hierarchy (the framework needs to reflect this)’

‘A Community Vision coupled with the Council Plan should set the strategic direction and priorities for an organisation. Therefore they are the most important elements within an integrated planning and reporting framework’

‘Strategic documents need to be aligned to the vision and this needs to be clear in any planning exercise so the community is able to see the connection’

‘All pieces of work need to be able to relate to the overall vision; if it seems to contravene the vision, it is likely not a good fit for the Council.’

tHEmE

Centralise Community VisionCount Percent

9 21%

SummARy

To assess whether strategic planning is addressing the Community Vision, some teams felt that there needed to be clear outcome measures and indicators aligned with the Community Vision. These could also be embedded in staff KPIs.

QuotES

‘For this to occur, the Community Vision needs to be measurable, that is by: defining clear strategic performance indicators aligned to the intended outcomes; measuring the achievement of actions in the Council Plan over the years; linking indicators of inputs and outputs to community outcomes and impacts.’

‘What success looks like – some measurables from the vision statement’,

‘Community Expectations – including definition of Council’s role in delivering and ability of influence’

‘Clear measures attached to community vision that can then be connected into strategies and plans and

reviewed cyclically (e.g., community inclusion, health, economics - like a dashboard)’

tHEmE

measures, indicators and KPIsCount Percent

7 17%

Q5.1.1


SummARy

To help ensure the Community Vision can inform strategic planning there were a number of elements where councils seek clarification, specifically relating to the document timeframe not synchronising with strategic document terms, the scope of what needs to be covered in the Community Vision, and the role of council.

QuotES

‘Does the vision, which is a 10 year document, get out of sync with the other strategic documents. Does it need a detailed review every four years, including full deliberative engagement or are there years the vision is just confirmed and not altered?’

‘10-12 year maximum community vision (not 20-30 years - too far out)’

‘Community vision extends beyond Council jurisdiction and responsibility, the vision should recognize and identify where this is required and enable partnerships to be established to achieve goals. This will benefit both Council and community understanding of the scope of Councils ability to reach vision goals, being either direct, or as a facilitator.’

‘Clear Roles and Responsibilities: The Community Vision and Council Plan should clearly indicate which level of government or external agency (e.g. rail/road) has responsibility for final outcomes. This is essential, to give context to any Council advocacy work that is championing community aspirations from these works.’

‘The community vision needs to be more than a motherhood statement or else any planning can be loosely linked - it’s very open to interpretation.’

tHEmE

Clarity and scopeCount Percent

6 14%

SummARy

Annual reporting and reviews can help ensure council activities are meeting the Community Vision.

QuotES

‘Audit and follow up are critical to ensure the Community Vision is being implemented.’

‘A Community Vision can capture information that isn’t necessarily council business. We are the most accessible level of government and many issues are put in front of us. We may be responsible to advocate but we are not necessarily accountable. Integrated planning needs to help draw the clear boundaries and articulate where the responsibilities are and manage expectations of the community.’

‘Annual review of key strategic plans and actions…Summary of community vision progress presented annually to the community and internally throughout the organisation’

‘Reviewing external environment on annual basis – are things changing? Climate change, market

disruption’

tHEmE

Annual reporting and reviewCount Percent

6 14%

Q5.1.1


SummARy

For strategic planning to successfully align with the Community Vision, it will be necessary for councils to develop Community Vision content in a way that is within the scope of what is achievable for council.

QuotES

‘Ensure that it accurately reflects the desires of the community and that it is within Councils sphere of influence’

‘The most important thing is that Council must ensure that the Community Vision, and the implementation structures that support it, are fit for purpose and appropriate to their communities.’

‘A Community Vision can capture information that isn’t necessarily council business. We are the most accessible level of government and many issues are put in front of us. We may be responsible to advocate but we are not necessarily accountable. Integrated planning needs to help draw the clear boundaries and articulate where the responsibilities are and manage expectations of the community.’

tHEmE

Fit for purpose and community appropriate

Count Percent

4 10%

SummARy

Templates for the Community Vision, as well as reporting, can help ensure councils can strategically plan in line with the Vision and help with comparability across the sector.

QuotES

‘Standard templates from council to council’

‘Reporting/templates – ensuring that council reports are transparent and provide the ‘right’ information on how we are progressing, and for decision making. Templates to include how the topic is meeting the council plan outcomes.’

‘Community Vision template that includes prompts to connects with strategies and plans.’

tHEmE

templatesCount Percent

3 7%

SummARy

Education and/or training is required to help staff understand the Community Vision and how to use it when developing strategies.

QuotES

‘Councils need to embed the vision and ensure all staff not only understand the vision but can apply it when developing new strategies or plans.’

‘Education sessions, different formats, different medium that appeals to different types of people. Civic pride/education, reinstitute to the community, especially in growth areas…Long term education pieces from school age upwards.’

tHEmE

Education and trainingCount Percent

2 5%

Q5.1.1


SummARy

A range of other ideas were put forth, including:

> Combining the Community Vision and Council Plan

> CEO in charge of ensuring alignment

> Embedding it in corporate planning processes

> Linking the Community Vision to regional priorities

> Make sure the Community Vision is easy for the community to understand

QuotES

‘Can the Community Vision and the Council plan be in one document? What has been found in the past is that the community vision gets lost, and the Council Plan takes over and has more weighting. By having them as one document would it mean that the Community Vision comes more front and central and ensures that strategic planning addresses the community vision, not just the council plan.’

‘It is the responsibility of the CEO to ensure the strategic directions of the organisation are aligned with the community vision and that they are accountable for reconciling the community aspiration within available resources…For council to be transparent in how decisions are made to meet the community vision’

‘The framework needs to be embedded within corporate planning and reporting processes at Councils.’

‘Connection between Community Vision and State Government regional priorities – community vision should flow upwards to State as well. ‘Multi-level of government approach to community visions’

‘The Vision must be accompanied by an understanding of ‘what that vision looks like in practice from a community perspective’ (i.e. help to define clear expectations from the community on what will be delivered to meet the vision and associated objectives rather than councils aligning works to vision). It must be intrinsically linked to what people value and can be translated into a clear concept for the broader community and stakeholders to understand. It must be something to lean on when the pressure

is on.’

tHEmE

otherCount Percent

8 19%

Q5.1.1


overview

Q5.1.2 In the context of an integrated planning framework, how might councils take into account regional, state, and national plans?

Councils could be assisted in taking into account regional, state, and national plans by provision of a sector guide and/or document library that clearly specifies all of the required documents for consideration. Sharing across LGAs through partnerships and alliances is a valuable way of ensuring these plans are being considered; some of these partnerships and alliances are already occurring. Other ways to take into account these plans include environmental scans and planning processes, including PESTLE and SWOT.

Sector guide

Document/resources library

LGA sharing

Partnerships

Processes

Environmental scanning

Communication

PESTLE

SWOT

Not relevant

Other

29%

14%

5%

21%

10%

5%

17%

10%

12%

14%

5%

Q5.1.2



theme summaries

SummARy

The most common suggestion was for a guide that all councils can use to access relevant regional, state and national plans. It was felt this could be provided by LGV or LGPro.

QuotES

‘Sector needs a guide on state/federal plans and policy that we can draw upon for our plans. Like how there is a State Health Plan for Councils to refer to with their Municipal Health & Wellbeing Plans.’

‘Ideally, we’d have a framework provided by the State Government that shows the relationship between the strategic documents that exist at a state government level and the strategic planning that should be undertaken by regional and local government entities.’

tHEmE

Sector guide

Q5.1.2

Count Percent

12 29%

SummARy

Further expanding on the idea of a sector guide, some teams specifically mentioned the desire for a library of documents and resources.

QuotES

‘Register of additional documents that council is supposed to be complying with or needs to keep account of.’

‘A background reference document could be crafted that incorporates broader Victorian and Australian initiatives.’

‘One stop shop of what our responsibilities are - at regional, state and national plans’

‘A centralised resource collating relevant information and maintaining it up to date would facilitate this process; sector organisation such as MAV; LGPro, or the LGV can play a key role in simplifying this for the sector.’

tHEmE

Document/resources libraryCount Percent

9 21%


SummARy

Some teams felt it was important for councils to share this information with each other through mechanisms such as regional groups or alliances. In some sectors these networks exist already (e.g. regional alliances).

QuotES

‘Inter-council relationship development is important here, using networking and regional plans during Council planning and budget planning processes. These relationships are already strong and operating.’

‘Most councils would be a member of a regional group. This is a suitable forum to ensure alignment of plans and future directions of member councils. This might be constrained by Mayors only being elected for a year.’

‘Learn from each other, transferrable learnings, i.e., evidence, data, research, methodologies (engagements, targeted/cohort specific programs and services, etc.) pilots/action research results, policy,

etc. ‘

tHEmE

LGA sharingCount Percent

7 17%

SummARy

Building on the sharing of information across councils, forming partnerships with other councils and state governments can help ensure regional, state and national plans are being taken into account. In some cases these partnerships already exist.

QuotES

‘Many if not all councils have partnerships with local, regional and state organisations. Less so consideration is given to national plans.’

‘Building strong relationships across the other government tiers to ensure we pro-actively work collaboratively in achieving good outcomes for the community such as infrastructure development and related service delivery and workforce impact’

‘Inter-council relationships development is important here, using networking and regional plans during Council planning and budget planning processes. These relationships are already strong and operating.’

tHEmE

PartnershipsCount Percent

6 14%

Q5.1.2


SummARy

A number of teams mentioned that they have embedded consideration for regional, state and national plans into their formal strategic processes. Sometimes this is mandated by state government policy but sometimes it is not, suggesting that it may not always be consistent across all councils.

QuotES

‘As part of the budget there is a question that looks at “external influences”, which infers regional, state & national plans and also as part of the development process of the Policies and Strategies.’

‘In some cases, it is a requirement to do so as part of the planning process, for example: Section 26(3) of the Public Health and Wellbeing Act requires councils to have regard to the State public health and wellbeing plan in developing their municipal public health and wellbeing plan.’

‘These are usually considered as part of other strategies/plans, but these plans are not mandated and

there is no mechanism in the framework for reporting back on these.’

tHEmE

ProcessesCount Percent

6 14%

SummARy

Four teams mentioned that they do an environmental scan which captures regional, state and national plans.

QuotES

‘Environmental scanning should be undertaken by all Councils in developing their individual strategic documents.

’A starting point for integrated planning framework, is to perform initially an environmental plan.’

‘Not having an insular approach to planning, but one that required scanning of an external environment for best practice, markets. ‘

tHEmE

Environmental scanningCount Percent

4 10%

Q5.1.2


SummARy

Some felt that an improvement in the way that regional, state and national plan updates were communicated could assist in ensuring these were considered in integrated planning.

QuotES

‘Communication needs to be strengthened between the state and local governments. There is a gap in communication - with Councils generally waiting to be informed of State initiatives - which are largely released to all the population at the same time. For example, the recent decision to freeze increments on statutory fees and fines was made without consultation with local government. This gap in the line of communication in forward looking state initiatives makes it difficult to work out how local government can be integrated in long term planning.’

‘Ensure that the key plans are communicated and recognised, the community also need to know other plans that impact their Community Vision.’

‘Work and communicate with regional council groups during community engagement process and development of strategic plans’

tHEmE

CommunicationCount Percent

4 10%

SummARy

Two teams mentioned PESTLE as a tool they use to take into account regional, state and national plans (P for Political, E for Economic, S for Social, T for Technological, L for Legal and E for Environmental).

tHEmE

PEStLECount Percent

2 5%

SummARy

Two teams mentioned SWOT as a tool they use to take into account regional, state and national plans (Strengths, Weaknesses, Opportunities, and Threats).

tHEmE

SWotCount Percent

2 5%

SummARy

Two teams provided an answer that wasn’t relevant to the question.

tHEmE

Not relevantCount Percent

2 12%

Q5.1.2


SummARy

Two teams suggested that this is not something that should occur as part of the Community Vision component of the framework. A range of other general comments were made which didn’t provide any specific useful insights.

QuotES

‘This should occur in individual service plans and strategies not in the framework.’

‘This should sit in council plan, not vision as it is the community plan.’

‘In the development of the visions national and regional trends needs to be considered and how they are reflected locally’

‘Each element of the IPF should be able to speak to the linkages and relationship of these other regional, state, and national plans as well as relevant policy/industry requirements (top-down view), Council strategic documents should also be able to articulate how they intend to influence regionally/statewide etc. (bottom up).’

‘Our understanding is that Councils already take into account regional, state and nations plans during the planning stage.’

tHEmE

otherCount Percent

5 5%

Q5.1.2


overview

Q5.1.3 How can councils engage with the whole community, all levels of government and other stakeholders to develop and deliver the Community Vision?

It is broadly recognised that it will be necessary to undertake community engagement that reaches a representative and robust sample of the community, utilising a range of different engagement methods. This should be driven by an engagement policy/strategy, and can be assisted by the use of technology and software.

Inclusive engagement

Methods

Engagement strategy and policy

Software and technology

Deliberative engagement

Time

Scope

Collaboration

Other

51%

12%

5%

39%

10%

29%

7%

17%

5%

Q5.1.3



theme summaries

SummARy

Half of the teams mentioned the need for engagement methods to reach a representative and robust cross-section of the community.

QuotES

‘Council develops appropriate engagement strategies to engage with as big a cross section of the population as possible’

‘Make it accessible to everyone to get involved’

‘Various electronic and non-electronic engagement activities suitable for the broad range of communities to ascertain their needs and aspirations.’

‘The only way to ensure you are reaching the entire community is to promote the consultation and its benefit to them based on the demographics you are trying to reach. There is no ‘one size fits all’ consultation method to reach all groups, tapping into existing networks and captive audiences is one way to ensure they hear about it and will contribute...Representative sampling is also another way to make sure we best capture a cross section of the community.’

‘Ensure all demographics are captured in engagement activities with equal opportunity for contribution.’

tHEmE

Inclusive engagement

Q5.1.3

Count Percent

21 51%

SummARy

It is broadly recognised that there is a need for employing a range of engagement methods including online surveys, pop-ups, face to face surveys, telephone surveys, workshops and citizens panels.

QuotES

‘One method will not always work – need to be flexible, adaptive and responsive to the needs of different community cohorts ‘

‘There is no one-size-fits-all approach however, the basic principles, minimum standards and sector expectations should be clearly defined as part of the framework implementation, and supported by models, tools and resources.’

‘The engagement approach should be flexible and tailored to each Council. For example online engagement, feedback form, pop-up shops, targeted conversations, workshops, citizens panel.’

tHEmE

methodsCount Percent

16 39%


SummARy

Twelve teams mentioned the need for guidance on how to do practice good community engagement, perhaps through a review/creation of a community engagement policy.

QuotES

‘Community Engagement on the development of a Community Engagement Policy - how they would like to be engaged’

‘Referring back to the engagement policies and ensuring that we are adhering to those policies and using what works now and building upon those blocks.’

‘Ensure that Council’s Engagement Policy is of a high standard and delivered effectively.’

tHEmE

Engagement strategy and policy

Count Percent

12 29%

SummARy

Whilst a number of teams mentioned that software or technology could assist in undertaking engagement, none named any specific resources.

QuotES

‘Explore and apply technologies and modern communication tools to suit a broad range of stakeholder needs around abilities and access’

‘Thematic engagement platforms involving all levels of government, relevant community groups, subject matter experts and a random stratified sample of the local community’

‘A mix of broad engagement and specialised sessions will be required, as well as the use of technology and other community deliberative models.’

tHEmE

Software and technologyCount Percent

7 17%

SummARy

Five teams mentioned the need to conduct deliberative engagement.

QuotES

‘Consider engagement fatigue - combine, roll up together with a deliberative engagement approach (including representative sampling).’

‘Deliberative and inclusive practices using different approaches to ensure that hard to reach and under-

represented communities also have an input into Council decisions. ‘

tHEmE

Deliberative engagementCount Percent

5 12%

Q5.1.3


SummARy

Allowing adequate time to undertake community engagement was put forth by four teams as necessary for engagement to develop the Community Vision.

QuotES

‘Money, time – resources to do it effectively... Timing is important – to include everyone. ‘

‘Give people enough time to engage and think about what you’re asking them to do’

‘Enable adequate time for deliberative engagement: Review the timeframe for achieving a Community Vision’

tHEmE

timeCount Percent

4 10%

SummARy

Three teams identified that it would be useful to have further clarification of the scope of the Community Vision and deliberative engagement to better plan community engagement.

QuotES

‘Does community generate aspirations or do we go to them with some already established?’

‘Clarification of council’s role and community role’

‘Support includes defining deliberative engagement, providing examples, options for scaling up or down

depending on the resources that each council has at its disposal.’

tHEmE

ScopeCount Percent

3 7%

SummARy

Two teams suggested collaborating with other agencies as a way to engage the community.

QuotES

‘Collaborate with other agencies; partnerships with CALD communities; Collective Impact Model.’

tHEmE

CollaborationCount Percent

2 5%

Q5.1.3


SummARy

Other comments include the possible challenge of the community not being interested in contributing, and the need for more legislation to better define the Community Vision scope.

QuotES

‘Experience tells that these exercises absorb a lot of cost and resources for little value. People aren’t really that interested, other than the special interest groups. Community driven projects and visions will evolve and will grow and need the support OF the Council but won’t be driven BY the Council.’

‘Legislative change to ensure by-in: Legislative change that requires key stakeholders and state government to support and enable the Community Vision. Expecting councils to develop a Community Vision without having a binding responsibility for key stakeholders and state government is problematic.’

tHEmE

otherCount Percent

2 5%

Q5.1.3


overview

5.2.1 What changes in Council Planning (i.e. process or format) will be driven by the new requirements for a Community Vision, Financial Plan and Asset management Plan? How will the processes relate to each other?

The main change to processes for councils will be to provide clearer linkages and line of sight between documents, with the Community Vision at the top of the hierarchy. Furthermore, the deliberative engagement process will be new for many councils. In terms of format, the documentation will need to be presented in a way that is easy for the community to understand.

Clearly show linkages

Deliberative community engagement

Order and timing

Scope of content

Focus on outcomes

Flexibility

Format

Other

54%

15%

44%

10%

41%

10%

15%

15%

Q5.2.1



theme summaries

SummARy

The most common change councils will have to make to their planning process is to more clearly show the linkages between documents.

QuotES

‘They will need to have a clear line of sight between them all and communicate how the community is reflected in this.’

‘All of these documents also link together and need to better feed into each other to ensure consistency and alignment effectively removing the possibility of any of these being stand alone documents.’

‘How strong the linkages are and how you identify and report on it.’

tHEmE

Clearly show linkages

Q5.2.1

Count Percent

22 54%

SummARy

For many, the deliberative community engagement process is new and will require some learning and adjustment.

QuotES

‘The deliberative process will provide a new/different outcome, what comes out of this will provide input for councillors/council to formally build into the council plan, delivery and performance measurement.’

‘Deliberative engagements is one of the biggest changes to these documents as there is a requirement for a much higher level of engagement with community in the development of these.’

‘The major shift in Council Plan process design arises from the increased number of dependencies between the planning elements due to integration, and the more complicated, integrated and deliberative community engagement process that should now occur.’

tHEmE

Deliberative community engagement

Count Percent

18 44%


SummARy

The document durations and timings will change some council processes, with the need to stage document development and implement more long term planning. Developing all of the plans at the same time also introduces the opportunity to break down departmental silos.

QuotES

‘Previously you would set council plan for four years and the one year annual budget would drive the actions. These changes will ensure the budget is set up first, this will require clear commitment to clear outcomes.’

‘Development of the Plans simultaneously - less silos…Timing would be more integrated to develop plans.’

‘Timeframes – note Budget being finalised before Council Plan isn’t ideal. Some overlap between documents, e.g. between Financial and Asset plans that need to be clarified and resolved e.g. asset renewal indicators (LTFP and Asset Plan).’

tHEmE

order and timingCount Percent

17 41%

SummARy

Some are concerned that the content of the documents will need to be carefully managed to ensure the scope is appropriate for councils. Furthermore, document content will need to ensure it is easy for the community to understand.

QuotES

‘Will need to identify and include new requirements into our planning that go beyond council control…Better definition of the role of council e.g. service delivery, advocate, partner.’

‘Create an overarching summary document that covers all, so that it is written more for the community.’

‘Detailed 10Yr Asset Planning needs to be cautiously prepared: Whilst long-term asset planning is necessary, the degree-of-detail in a 10Yr Asset Plan needs to be carefully considered before the plan is created.’

tHEmE

Scope of contentCount Percent

6 15%

Q5.2.1


SummARy

For some there will need to be a shift to focus more on outcomes and indicators. Introducing a Community Vision element results in the need for clearer outcome measures and indicators embedded throughout the framework documents.

QuotES

‘Must be outcome based – understand the need, do all the planning and evaluation (continuous improvement cycle) Do it for 10 year, 4 year and 1 year…Council plan needs to be clearly outcomes based with performance indicators (instead of a delivery plan). The service plans become the delivery plans (how much money, how many people, what are we doing).’

‘Having a vision defines where you’re heading/where you want to be/outcomes, the council plan becomes more of a strategy/how to, and the financial and asset plans will demonstrate resourcing.’

tHEmE

Focus on outcomes Count Percent

6 15%

SummARy

The integrated framework approach may hinder the ability for councils to be flexible to changing situations, as the integrated nature of the documentation would introduce the need for extensive review across multiple documents if council operations had to be altered.

QuotES

‘The ability to ad-hoc change commitment and deliverables will be reduced and will require greater rigour around changes (change control – through informed and deliberative engagement processes) to that which was agreed at the onset.’

‘Detailed 10Yr finance planning is problematic: Economic conditions fluctuate, and the impact of emergencies and disasters can have significant impacts. Consequently, any 10Yr finance planning should be kept at a high-level and focus on potential scenarios.’

‘Given the rapid and constant change within our world, there will be challenges in planning out ten years into the future. Couple this with the incredibly uncertain environment we are operating in at the moment (and for the near future), we will be challenged.’

tHEmE

FlexibilityCount Percent

4 10%

Q5.2.1


SummARy

Presenting documents in a format that is easy for the community to understand will be important.

QuotES

‘Responsibility on Council to develop plans that are digestible – plain English - to community.’

‘Simplifying the complex into understandable plans for the community…commonalities in language and approach.’

tHEmE

FormatCount Percent

4 10%

SummARy

Other comments include:

> The need for training and education for staff to help them design the documents > A question regarding the value the framework adds to council

QuotES

‘More education and line of sight training (condensed rolled out) but do it well and holistically - e.g.: saturated roll out approach rather than elongated and disparate approach.’

‘The level of long term planning and engagement required may require more literacy from the community given this phase includes asset plan, financial planning etc. ‘

‘Again this poses a risk of creating a compliance obligation that yields little value. I think the value of the Financial Plan and Asset Management Plan is in the potential to document related risks.’

tHEmE

otherCount Percent

6 15%

Q5.2.1


overview

Q5.2.2 How should ‘business as usual’ council services and programs be recognised, described, or referenced in the Council Plan, if at all? If not in the Council Plan, where are these services and programs described in detail with information about intended recipients and quality, cost, and effectiveness standards? Some teams felt the Council Plan was an appropriate place for business as usual (BAU), primarily from an outcomes focused high level, so that staff can see how their work is reflected in the plan. However, the majority felt that BAU should sit within service plans/reviews and/or service profiles/catalogues.

Service plans

Outcomes / overview

Yes, in Council Plan

Service profiles and catalogues

Budget

Annual Report

Financial Plan

Other

30%

15%

30%

8%

18%

5%

18%

25%

Q5.2.2



theme summaries

SummARy

Service plans were viewed by many teams as the most appropriate location for business as usual information, with some suggesting that this component of the framework needs to be elevated to a position in more direct alignment to the key framework elements.

QuotES

‘Business as usual should be referenced in Business or Service Plans which are linked to annual and forecast budgets. These should inform the Community vision and then the Council Plan and other legislative plans such as the MPHWP and the MSS, as well as workforce plans.’

‘BAU could be picked up in a number of different places including a service review register that is updated and reported regularly as well as service plans which could be of 4 or ten year duration (we identified that this is a missing gap in the Integrated Framework).’

‘Service Plan is the missing piece in the whole framework (and process thinking to date). Business as usual services and programs should be tested and adjusted in line with the findings of the Service, Asset and Financial Plan, and to respond to shifts in legislation, policy or the market.’

tHEmE

Service plans

Q5.2.2

Count Percent

12 30%

SummARy

It is felt that reference to business as usual within the Council Plan should be limited to outcomes aligned to the Community Vision or a high level overview.

QuotES

‘The Council Plan is a high-level document. It should have a brief overview of BAU in the organisation structure section but no details.’

‘Each of the services (even BAU) need to be aligned to the various goals in the Community Vision to ensure Council resources are used in the things that matter to the Community. These services and their performance indicators should also be aligned in the Council Plan to track in the medium term how services are performing and what is their impact on the Community Vision (annually and at the end of the 4-year cycle) ‘

‘The council plan should require delivery of service to a quantity /quality but the specifications and detail around these parameters should live in a lower level plan.’

tHEmE

outcomes / overviewCount Percent

12 30%


SummARy

Less than one in five teams felt that the Council Plan was an appropriate place for business as usual information. In particular, there was mention of the importance of staff being able to see they work they do within the Council Plan.

QuotES

‘Should be in Council Plan. Everyone can see themselves in the document.’

‘Business as usual’ should be in the Council Plan . We cannot just report on the that you want to report on.’

‘Business as usual should be recognised in the Council Plan, as it, along with the initiatives, contribute toward achieving the vision’

tHEmE

yes, in Council PlanCount Percent

7 18%

SummARy

Some teams referred to service profiles or catalogues as being the appropriate location for presenting business as usual information. It is unclear in the written comments if this is a different process/document to service planning/reviews, or simply different terminology.

QuotES

‘The Budget should only include a high-level service description and cost. The detail should exist within Service Profiles which are linked to asset plans.’

‘Website and service profiles should provide some level of detail about services / programs and their users.’

‘Need to have a public facing document that may best be described as a ‘Service Charter’, that set out the cost and quality standards, and sets out the relevant legislation requirements that must be performed.’

tHEmE

Service profiles and catalogues

Count Percent

7 18%

SummARy

Many felt the budget would be an appropriate place to detail BAU service descriptions and costs.

QuotES

‘BAU is a matter for the budget. Council Plan should be viewed as council’s strategic plan to be delivered during their term. It’s important not to confuse operations (the remit of management and budgets) with strategy (the remit of councillors and council plans)’

‘The Budget should only include a high-level service description and cost. The detail should exist within Service Profiles which are linked to asset plans (currently being developed)’

tHEmE

BudgetCount Percent

6 15%

Q5.2.2


QuotES

‘In the annual report - breakdown of income expenditure and assets to directorate level/ department level.’

‘Although the list of services needs to show alignment with the Community Vision and Strategic Objectives, the detail can be better explained in the Annual Report and Council’s website.’

tHEmE

Annual ReportCount Percent

3 8%

QuotES

‘The Financial plan and Budget (in particular in the model budget) – also documents all the services and programs and are described in detail, with information about intended recipients and quality, cost, and effectiveness standard. Also information on Services are also in the Annual Report.’

‘Business as usual services and programs should be tested and adjusted in line with the findings of the Service, Asset and Financial Plan, and to respond to shifts in legislation, policy or the market.’

tHEmE

Financial PlanCount Percent

2 5%

SummARy

Other suggested locations for business as usual are:

> Quarterly financial reporting

> Rates and revenue

> Community Vision

> Performance reporting

> Provide service planning information through infographics/on the council website

QuotES

‘Quarterly financial reports - currently reporting to council on a department level and in the budget there is allocation...in the annual report - breakdown of income expenditure and assets to directorate level/ department level. ‘

‘These should be on a Council’s website as an ongoing resource – rather than a 1 year/4 year program document – links to that website.’

‘BAU – council services should be included at a higher level, e.g. 1 to 2 pages only, by using infographics to communicate to community, all the great services we deliver, volumes and costs. High level explanation and strategic’

tHEmE

otherCount Percent

10 25%

Q5.2.2


overview

5.3.1 How will the Financial Plan give confidence that appropriate financial resources are available to give effect to the Council Plan and achievement of council policy objectives, strategies and plans?

Some teams envisage that the Financial Plan will come first and guide the Council Plan, whereas others see the Council Plan as the first step which will then guide the Financial Plan. Either way, the Community Vision is seen as the top level guiding document. The Financial Plan can provide the information needed to ensure council activities are financially achievable and sustainable, and can help identify potential risks.

Planning tool

Risk

Outcomes

Informed by community

Principles over particulars

Transparency

Clear communication

Community Vision

Other

27%

15%

29%

24%

5%

10%

7%

10%

10%

Q5.3.1



theme summaries

SummARy

It was more common for teams to suggest that the Financial Plan should be driving the planning for the Council Plan, although a few thought it should be the other way around (Council Plan driving what is in the Financial Plan).

QuotES

‘The financial plan is a planning tool which takes into consideration the future years of Council.’

‘Financial parameters – to inform the Council planning process.’

‘The Financial Plan should be guided and informed by the Asset Plan and Service Plan while also providing direction in relation to the overarching investment parameters and budget envelope that the organisation should be working within. This is to help contextualise and prioritise investment propositions within the Asset Plan, Service Plan and shorter-term Council Plan. ‘

tHEmE

Planning tool

Q5.3.1

Count Percent

10 27%

SummARy

The Financial Plan can help outline and communicate risks. It can be integrated with a risk plan or register.

QuotES

‘It will embody an organisation’s risk appetite, and should be reviewed.’

‘The financial plan can then only make sure there is enough for Capital projects and to manage services, and highlight areas of risk.’

‘The Financial Plan won’t necessarily ensure that appropriate resources are available in a particular year, but the plan should give those in charge adequate notice that problems are expected or opportunities are available in the future.’”

tHEmE

RiskCount Percent

6 24%


SummARy

Some see the Financial Plan as an outcome of the Council Plan, whereas others see the Financial Plan driving outcomes to be covered in the Council Plan.

QuotES

‘By having clear Community Vision, Council Plan and agreed outcomes aligned with Service Planning and Delivery, Financial Plan, budgets and Asset Plans will be more robust and defined to offer greater transparency on available funds and shortfalls.’

‘It will allow Council to review major investments required to deliver the outcomes sought from the Council Plan, should it wish to shift its priorities and understand the impact of those decisions on future years.’

tHEmE

outcomesCount Percent

4 10%

SummARy

Some teams felt that the Financial Plan needs to be directed by/developed in consultation with the community and explained to the community.

QuotES

‘If we have modelled summary documents that we could depict; this needs to be more directed to the community. Very ‘accounting statement’ focused and readable for community, explaining it to the community. Companion document explains it to the community.’

‘The Financial Plan should assure the council and the community that the council can afford what it sets out to achieve in the Council plan.’

tHEmE

Informed by communityCount Percent

4 10%

SummARy

It was suggested by a number of teams that the Financial Plan should present high-level information, focusing on principles rather than particulars. This was also called ‘strategic objectives’.

QuotES

‘Start with principles – can get to the details later (stay at the aspiration level – i.e. more of this, less of that, shouldn’t even be doing this etc.).’

‘You can report through underlying principles (called strategic objectives).’

tHEmE

Principles over particularsCount Percent

4 15%

Q5.3.1


SummARy

Having a Financial Plan will help ensure transparency in council operations.

QuotES

‘Strong relationship between the finance and asset plans. Transparency of capital and ongoing costs, funding streams etc.’

tHEmE

transparency

SummARy

Three teams mentioned that communicating the Financial Plan content and links with other documents needs to be clear and perhaps pictorial.

QuotES

‘Use more words/have statements or stories about what we’re trying achieve (financially)…Use more graphs, pictures or infographics’

‘Very important = clearly defined template links for the Financial Plan, and support for the way that a Financial Plan can be communicated via deliberative engagement. ‘

tHEmE

Clear communicationCount Percent

3 5%

Count Percent

4 15%

SummARy

Two teams said the Financial Plan should be designed to achieve the Community Vision.

QuotES

‘As part of the Community Vision development, the 10-year financial plan should be developed to support the achievement of the vision.’

tHEmE

Community VisionCount Percent

2 7%

Q5.3.1


SummARy

A wide variety of other comments were put forth, including:> Set priorities that can guide the Council Plan. > Clearly show document alignment. > Should outline what is achievable. > Needs to be strategic and have clear alignments with other documents within the framework.

QuotES

‘That the documents align - no use having a financial plan that doesn’t align to the budget, capital works, resourcing plans.’

‘This is the wrong question. The financial plan should be informed by the asset management plan and is an outcome of decision making largely. But also used as a forecasting tool. A financial plan cannot make resources magically appear just because it’s in a strategy, council plan or community vision. If the resources don’t exist or can’t be obtained then the strategies or visions are redundant. The financial plan should be used to determine what is achievable within the financial resources of a council. It then becomes a matter of trade-offs and prioritization.’

‘The financial plan needs to align with the council plan and asset plan – should be developed together and reflect the projects and priorities.’

tHEmE

otherCount Percent

12 10%

Q5.3.1


overview

Q5.3.2 Should the Financial Plan be a constraining or enabling document, or both?

The clear consensus is that the Financial Plan should be both a constraining and an enabling document. It shows what council has capacity to do, but also helps guide prioritisation of activities.

6%Enabling

86%Both

6%Not sure

0%Constraining

Q5.3.2



theme quotes

QuotES

‘It should not be a driving document, but should be both an input and output source, used to refine strategies and plans to be fit for purpose.’

‘It allows a council to retain its focus, but also enables a Council to make decisions that may shift its focus, understanding the impacts that may arise.’

‘Should be enabling but can often be constraining due to lack of resources.’

QuotES

‘Must be positive! Can be aspirational, conservative or affordable – present different scenarios and connect to the Asset Management Plan.’

tHEmE

Both

tHEmE

Enabling

tHEmE

Not sure

Q5.3.2

Count Percent

31 86%

Count Percent

2 6%

Count Percent

2 6%


overview

5.4.1 Is there a relationship between the Community Vision and the Asset management Plan? If so, what is it?

Most perceive that the Community Vision should drive the Asset Management Plan, as the maintenance and implementation of new assets should meet the aspirations of the community. However, some also saw the relationship to be two-way; the Community Vision guides what should be covered in the Asset Management Plan, and the Asset Management Plan informs the Community Vision on what is achievable. Service planning is commonly mentioned as a step between the two.

Community Vision drives Asset Management Plan

Connection to Service Planning

Asset Management Plan informs Community

Vision

Yes (no further information)

Other

75%

8%

28%

28%

3%

Q5.4.1



theme summaries

SummARy

The Community Vision is clearly recognised as setting the aspirations for the Asset Management Plan.

QuotES

‘Community’s expectations will inform the longer-term Asset Plan ensuring the infrastructure assets required to provide services to the community can be sustainably planned and provided for.’

‘Asset upgrades and new assets should be informed by the Community Vision.’

‘These documents set the strategic direction and priorities for a Council therefore the Asset Plan and all strategic plans should be guided and informed by the Community Vision and Council Plan.’

tHEmE

Community Vision drives Asset management Plan

Q5.4.1

Count Percent

30 75%

SummARy

A number of teams suggested that service planning sits in-between the Asset Management Plan and the Community Vision.

QuotES

‘Yes, the relationship lies in understanding the Community Visions, through an informed and democratic process. In doing so Community Needs and Outcomes are clear, this in turn will inform Service Planning and resource requirements can be clearly understand for the short, mid and long term of said services that will deliver said outcomes.’

‘Service planning also needs to be part of the conversation – at what service level do the community want their assets to be managed?’

‘The asset plan is largely about looking after what a council already owns. The relationship between the

asset plan and vision is largely around service levels.’

tHEmE

Connection to service planningCount Percent

11 28%


SummARy

Teams mentioned the linkage from the Asset Management Plan back to the Community Vision was to help demonstrate ton the community what is achievable.

QuotES

‘Asset Plan can help inform the community on what is affordable and what trade-offs will be necessary for additional or increasing service levels requirements.’

‘Where possible, the asset plan may need to articulate the cost requirements to achieve the community vision’

‘The vision needs to consider what services are available and provided by the council and what assets are available to be support the delivery of those assets.’

tHEmE

Asset management Plan informs Community Vision

Count Percent

11 28%

tHEmE

yes (no further information)

Count Percent

1 3%

SummARy

One team said there were linkages, but these weren’t direct. Another two provided answers which weren’t relevant to the question.

tHEmE

otherCount Percent

3 8%

Q5.4.1


overview

Q5.4.2 What does an effective Asset management Plan contribute to the integrated planning process? How does it link to, or differ from council’s Asset management Planning systems and processes?

It is broadly perceived that the Asset Management Plan maps out how the assets will deliver on the Community Vision and informs service planning and budgeting. In some instances, the service planning may be integrated with the Asset Management Plan, whereas in others it will be separate. Where the Asset Management Planning systems and processes were mentioned in the comments, it was perceived that these are the operational data collection activities, which are then collated and reported back to the community through the Assert Management Plan.

Service planning

Guide resource allocation

Future focus

Informing the community

Capacity

Outlines community needs

Informed decisions

Risk

Other

40%

8%

10%

40%

8%

13%

8%

10%

5%

Q5.4.2



theme summaries

SummARy

Many indicated that the Asset Management Plan would inform service planning. If no formal service planning documents exist the Asset Management Plan can act as a component of service planning for the organisation.

QuotES

‘It provides an indication of services levels, planned activities to meet those service levels, future demand trends and what this means for infrastructure acquisitions, operations, maintenance and disposal. The Asset Plan demonstrates Council’s capacity to deliver, and what that capacity is.’

‘It determines where, when and how the Council will intervene to improve assets and service delivery.’

‘Service Planning should be a key input and driver of Asset Plans – assets are there to deliver services, and the design, maintenance and upgrades of assets should be driven by service needs rather than simply ‘asset’ improvement.’

tHEmE

Service planning

Q5.4.2

Count Percent

16 40%

SummARy

It was broadly perceived that one of the primary roles of the Asset Management Plan is to help guide budgeting and resource allocation.

QuotES

‘Formal recognition that funding needs to be included to upgrade, renew or introduce assets.’

‘Detail for budget allocation: It provides enough detail to reveal budget allocation for asset categories, with respect to maintenance and renewal.’

‘Asset renewal cost and infrastructure are significant parts of Council budgets and need to be considered as part of the Financial Plan’

‘Should provide a clear overview of future funding requirements for asset renewal and investment – and therefore be a key input to long term financial plans and capital works budgets’

tHEmE

Guide resource allocationCount Percent

16 40%


SummARy

A number of teams felt that given the long term nature of the Asset Management Plan it can provide a roadmap of the future of services and assets, and how these can meet the Community Vision.

QuotES

‘The Asset Management Plan is for future focus (strategic).’

‘An effective Asset Plan will provide a roadmap for the level of asset renewal which the community demands along with the integration of various strategies and plans for infrastructure projects over the future years.‘

tHEmE

Future focusCount Percent

5 13%

SummARy

Some teams felt that the Asset Management Plan should provide high level information about the management of council assets back to the community to show how these will meet the community vision.

QuotES

‘It’s meant to make it clear to the community where the money is going and when they are going to see the results of the plan. Gives the plan transparency, the “boots on the ground”’

‘It describes the performance of key asset groups, preferably using easily understandable charts and tables.’

tHEmE

Informing the communityCount Percent

4 10%

SummARy

Three teams mentioned that the Asset Management Plan demonstrates council’s capacity to meet the Community Vision.

QuotES

‘The Asset Plan demonstrates Council’s capacity to deliver, and what that capacity is.’

‘An effective plan will tell us how big the financial gap is.’

tHEmE

CapacityCount Percent

3 8%

Q5.4.2


SummARy

Three teams suggested that the Asset Management Plan outlines what realistic community needs are and how they can be met.

QuotES

‘To support and detail the assets required to deliver the Council Plan’

‘An asset plan is a way of ensuring councils have the assets required to deliver the council plan, meet community needs and ultimately achieve the vision’

‘The asset management plan puts a bit of a reality check in the integrated planning process - what the actual need is.’

tHEmE

outlines community needsCount Percent

3 8%

QuotES

‘The ability to make informed decisions.’

‘An AP [sic - Asset Plan] is an output of the AMPS [sic - Asset Management Planning System]; it sets forth councils future plans for its asset positions and the cost of those plans and the risk and opportunities associated with them so informed decisions can be made about trade-offs between rates/income and services (opportunities) and risk.’

tHEmE

Informed decisionsCount Percent

3 8%

SummARy

Two teams mentioned that risks should be taken into account within the Asset Management Plan

QuotES

‘An effective asset plan should provide context and an overview of quantity, condition, risk, liabilities etc. associated with the other plans.’

tHEmE

RiskCount Percent

2 5%

SummARy

A number of other comments were made about how the Asset Management Plan links with other elements of the framework.

QuotES

‘Informs labour and workforce as well.’

‘It can set the linkages required between the plans. It can articulate the objectives that this plan is required to achieve that is different to the other plans. It is the connecting piece that then links the asset management planning and processes into the other plans.’

tHEmE

otherCount Percent

4 10%

Q5.4.2


overview

5.5.1 If the budget only contains a general high-level description of services, where does a council maintain and publish a detailed description of services including quality and cost standards?

The clear majority of teams felt that service plans would be the most appropriate place to maintain and publish a detailed description of services including quality and cost standards. Instead of ‘service plan’, some called this a ‘service profile’ or a ‘service catalogue’.

Service plan

Website

Annual Report

Asset Management Plan

Council Plan

LGPRF

Other

66%

5%

16%

5%

13%

29%

11%

Q5.5.1



theme summaries

SummARy

Most teams felt that service plans were the appropriate location for this information. Some spoke of service plans being long-term, and others mentioned that they should be an internal document (rather than public). A range of terminology was used to describe these including service ‘planning’, ‘catalogue’ and ‘profile’.

QuotES

‘Service plans provide the detailed description of services. Service plans and service catalogues are the details.’

‘Reference service catalogue, intention is to be available to the community.’

‘If more details are required it should be in individual service plans, which should be internal documents (not public)’

tHEmE

Service plan

Q5.5.1

Count Percent

25 66%

SummARy

Six teams mentioned that this information should be available to the public on the council website, be it through service plan documents or interactive modules.

QuotES

‘Service profiles and other supporting documents will need to be available on the Council website e.g. Road Management Plan etc.’

‘An interactive website could be one option. For the benefit of rate payers, not for the government.’ ‘This should be available to community on request and available on the website.’

tHEmE

WebsiteCount Percent

6 16%

QuotES

‘It is included in the Annual Report as report of operations and in the budget and the council plan.’

‘Annual Report and other council performance reports (e.g.. quarterly reports, CEO reports, etc.)’

tHEmE

Annual ReportCount Percent

5 13%


QuotES

‘In some form of long term service planning document over a 10-year horizon, that is linked to the asset and financial plan and also seeks to address the community vision.’

tHEmE

Asset management Plan

QuotES

‘Internally the budget is developed to provide high-level guidance, if the details are not available in the budget the information should be placed accordingly in the Council Plan.’

tHEmE

Council PlanCount Percent

2 5%

Count Percent

4 11%

QuotES

‘Know Your Council website (maintained by LGV rather than individual councils) based on LGPRF’

tHEmE

LGPRF

SummARy

Other suggestions include:> Rates and Revenue Plan > Operating codes and standards manual

QuotES

‘We would also need to publish this internally as currently none of us know of this even being provided to each team internally, budget line access is limited’

tHEmE

otherCount Percent

11 29%

Count Percent

2 5%

Q5.5.1


overview

Q5.5.2 How does the budget demonstrate the delivery of services that offer good value, responsiveness to identified need and high standards of accessibility?

The budget can demonstrate delivery of services through reporting on performance indicators, specifically the LGPRF. Many teams felt that value could be demonstrated by showing a clear link between performance indicators and strategic directives and outcomes, ultimately linking these back to the Community Vision. However, not all teams felt the budget was the appropriate location for this information, the most commonly cited alternative was service planning or the Asset Plan.

Performance reporting and indicators

Link to strategic direction and outcomes

Not budget

Community engagement

Service Plan

Sector-wide definitions

Other

50%

14%

31%

6%

28%

6%

14%

Q5.5.2



theme summaries

SummARy

The most commonly suggested way to present value in the budget is through performance indicators, specifically LGPRF measures.

QuotES

‘Through baseline and performance reporting, with ongoing monitoring and evaluation practices.’

‘Comparison on Know your council website (LGPRF).’

‘Comparing performance indicators to a benchmark or historical data may demonstrate the quality of the services provided.’

tHEmE

Performance reporting and indicators

Q5.5.2

Count Percent

18 50%

SummARy

It was felt by many teams that linking performance indicators and budget elements to the strategic components of other elements of the framework (particularly the Community Plan) would help the community recognise value.

QuotES

‘It should relate back to the strategic imperatives.’

‘By demonstrating the links between the long term Vision, Council and Asset Plan this should be clear.’

‘The budget also needs to be connected to the documents that form it – the Community Vision, Council Plan, Asset Management Plan and Financial Plan.’

tHEmE

Link to strategic direction and outcomes

Count Percent

11 31%


SummARy

Some teams thought that this information should be in other elements of the framework such as the Service Plan, Asset Plan, or Annual Report.

QuotES

‘Not the role of the budget, that’s what is in the annual report’

‘Service plans are the location for this information.’

‘This sits in an Asset Management Plan to show why money is being placed into particular assets or builds/requisitions.’

tHEmE

Not budgetCount Percent

10 28%

SummARy

Engagement can be used to provide feedback that helps to understand council performance.

QuotES

‘Responsiveness is how we demonstrate our engagement and commitment to community consultation. For example, review conclusions from community consultation efforts and draw specific links to the Community Plan and its outcomes - our community told us this and we delivered that which will demonstrate alignment to the community needs.’

‘From feedback received from outside the planning framework. This feedback might come from tailored community satisfaction surveys which seek local community feedback on progress towards a Community Vision and Council’s wider service offerings.’

tHEmE

Community engagementCount Percent

5 14%

SummARy

Five teams felt that service plans were a more appropriate location for this type of information.

QuotES

‘Need to be considered in how they present their service plans and what is included in their service plans.’

‘Not the role of the budget. The role of service planning, but really corporate reporting.’

tHEmE

Service planCount Percent

5 14%

Q5.5.2


SummARy

Two teams felt that further definitions were needed to be compared across the sector.

QuotES

‘Also definitions so that they are understood consistently across the sector.’

tHEmE

Sector-wide definitionsCount Percent

2 6%

QuotES

‘Rather than demonstrate the delivery of services explained, it should be assumed that councils do actually deliver good value, responsiveness and accessibility. ‘

‘There is an opportunity to bring these elements together into a “resourcing plan” that combines budget / Rating / Workforce and possibly Assets.’

tHEmE

otherCount Percent

2 6%

Q5.5.2


overview

5.6.1 What does the Revenue and Rating Plan need to tell the community, and what should be included in it?

The four key things to be communicated through the Revenue and Rating plan are: where the money is coming from (beyond just rates); the models and principles used to determine rates; how the revenue streams align to the Community Vision; and how the revenue will be allocated.

Income opportunities

Principles / models

Justification

Resource allocation

Communication

Other

50%

16%

42%

8%

39%

32%

Q5.6.1



theme summaries

SummARy

Where the money is coming from. This includes councils own sources of revenue streams (service charges), rates and grants.

QuotES

‘Opportunities for existing and new revenue’

‘What we can do with what we have, and the amount being received through rates. Then the pursuing of other revenue streams and why.’

‘How the council will achieve its rate income and strategy, who is sharing the burden of rates and how external revenue will be earned.’

tHEmE

Income opportunities

Q5.6.1

Count Percent

19 50%

SummARy

Includes models for fees and charges, assumptions used to calculate rates, and differences between different charging categories.

QuotES

‘Fees and charges price setting principles – cost recovery, subsided, etc.’

‘Clarity from where the money comes and how we come to our rating position’

tHEmE

Principles / models

SummARy

The Revenue and Rating Plan needs to clearly show why revenue is charged and if there is a variance in rates explain why that variance exists. It also needs to show justification for approaching alternative revenue streams. This justification should be in line with the Community Vision.

QuotES

‘To meet the requirements of the community, justification on why revenue is charged should be included, what the revenue streams are, how it is calculated and why charges can vary.’

‘This should advise the community transparently where and how revenue is sourced and why those strategies have been employed.’

tHEmE

JustificationCount Percent

15 39%

Count Percent

16 42%


SummARy

The Plan should tell the community how the money will be spent.

QuotES

‘Should help articulate resource allocation of rates to services that Council spends on and delivers to the municipality.’

‘Needs to be a demonstration of how to fund the council plan and other services’

‘Helps community understand where rates are being spent, what other income Council is generating to deliver services’

tHEmE

Resource allocation

SummARy

A range of communication suggestions were put forth, including a suggestion that the document needs to portray the message in a simple way, and the need for better communication about rate capping to help people understand how it works.

QuotES

‘Income / revenue streams are determined in an equitable way, they are not there to penalise, how is the message conveyed to the community in a positive and educational way?’

‘Should be a simple message, not overly complex’

‘Ideally it would help the community understand the level of services that are actually desired by the community, which may inform decisions about those services in other parts of the planning framework.’

‘It needs to be clear about how the Rate Cap actually works! This extends beyond just community comprehension but includes Council officers across the organisation and elected officials. Council workers struggle to understand how this works let alone the general public!’

tHEmE

CommunicationCount Percent

6 16%

Count Percent

12 32%

SummARy

Other comments relate to interaction with the community, including consultation for rate cap exemptions and telling the community how charges will be applied.

QuotES

‘Needs to tell the community its plans for how charges are going to be applied for business, commercial, farms and residential properties’

‘Community consultation will be undertaken if Council wants to apply for a rate cap exemption.’

tHEmE

otherCount Percent

3 8%

Q5.6.1


other includes:

> Strategic risk register

> Capital works schedule

overview

5.6.2 What other elements of the Integrated Planning and Reporting Framework does the Revenue and Rating Plan need to link to?

The most commonly cited link within the Integrated Planning and Reporting Framework is to the Financial Plan and Budget. One team mentioned that the Financial Plan and Budget needs to use the same principles as the Revenue and Rating Plan. Other commonly cited links within the Framework were the Community Vision, the Council Plan, and the Asset Plan.

Budget / Financial Plan

Community Vision

Council Plan

Asset Plan

Service Plan

All elements

Annual Report

Other

81%

11%

31%

8%

31%

6%

31%

14%

Q5.6.2



overview

5.7.1 How does the Annual Report demonstrate progress towards delivery or achievement of desired outcomes because of council investment?

Progress towards desired outcomes is demonstrated through the Annual Report primarily through aligning the content with the Council Plan and presenting progress against the Budget.

Links to Council Plan

Financial statement

Outcomes

Measures

Links to Community Vision

Communication

Trends

It doesn't

Not relevant

Other

47%

22%

6%

36%

17%

3%

28%

8%

25%

6%

Q5.7.1



theme summaries

SummARy

Most teams suggested that the Annual Report needs to show progress against the Council Plan as a way of demonstrating the outcomes of council investment.

QuotES

‘The Annual Report provides detail on progress against the Council Plan, the budget and other key achievements over the year. ‘

‘By providing progress updates on implementation of Council Plan and major initiatives.’

tHEmE

Links to Council Plan

Q5.7.1

Count Percent

17 47%

SummARy

It was commonly perceived that the Annual Report can demonstrate progress through reporting financials, specifically showing progress against the Budget and Long Term Financial Plan.

QuotES

‘The Annual Report must show full financial position to show delivery and expenditure on what is articulated in the Council Plan.’

‘How you have performed against your budget.’

‘The reporting tools are reasonably relevant for reporting on the Council Plan and the Budget, but perhaps some broader reporting needs to be incorporated against the achievement of outcomes in the Community Vision and the Long Term Financial Plan and Revenue and Rating Plan.’

tHEmE

Financial statementCount Percent

13 36%


SummARy

A number of teams mentioned considerations regarding the outcomes, such as the need to create measurable goals that align with objectives, and showing the relationship between outcomes and outputs.

QuotES

‘Measurement of outcomes should not be purely about output, but rather outcome. Setting the intended measurable goals upfront is essential to performance measurement.’

‘Ideally, a program logic approach is reflected in the outcomes of the Vision, the strategic priorities in Council Plan and measures in the Council Plan and Budget – illustrating relationship between outcomes and outputs.’

‘The Annual Report should report on desired community outcomes using strategic outcome indicators, and outline the contributions to these outcomes resulting from services, projects, partnership and other Council investment.’

tHEmE

outcomesCount Percent

10 28%

SummARy

Some teams mentioned measures as a means for demonstrating progress in the Annual Report. These include indicators, performance reporting, and process measures. Two teams mentioned that often these are measuring outputs instead of outcomes.

QuotES

‘Reporting against initiatives and strategic indicators’

‘Through reporting against initiatives and strategic indicators; LGPRF/ Financial indicators’

tHEmE

measures

SummARy

Linking achievements and outcomes to the Community Vision can help the community see council’s progress.

QuotES

‘A good Annual Report should clearly articulate Council’s activities and how these are helping achieve the community vision’

‘It should provide an account of council’s achievements and service activities delivered over a financial year in response to community aspirations and objectives identified in the Community Vision and Council Plan.’

tHEmE

Links to Community VisionCount Percent

8 22%

Count Percent

9 25%

Q5.7.1


SummARy

A number of teams said that it is important that the Annual Report is presented in a way that is engaging and easy for the community to understand.

QuotES

‘It’s got to be delivered in a way that the community can digest the information and evidence of how the framework interacts, the interdependencies... language needs to carry through to the Annual Report. You asked, we delivered.’

‘A short-format Annual report would be a 20-page dashboard report. Doing this makes it more useful for community and integrated into the Know Your Council website.’

‘Who is the audience of the annual report? Meant to be the community but the document is not written in a way that interests the community.’

‘The “where does your dollar of rates go” infographic in the rates notice.’

‘Needs to transform itself into a product or series of products that ensures the community firstly, is engaging with it and secondly, is comprehending it’

tHEmE

Communication

SummARy

Three teams mentioned that showing trend data can help demonstrate progress because of council investment.

QuotES

‘The Annual Report needs to include performance actual vs. Budget, against previous years and trend data so it’s not just a comparison between two years but it looks at longer term.’

SummARy

Two teams made comments that were not relevant to the question.

tHEmE

trendsCount Percent

3 8%

Count Percent

6 17%

tHEmE

It doesn’t

tHEmE

Not relevantCount Percent

2 6%

Count Percent

2 6%

QuotES

‘Narrative around how effective council has been in progressing toward its goals... Did we do what we set out to do (e.g., objectives in our CP).’

tHEmE

other Count Percent

1 3%

SummARy

Two teams commented that the Annual Report does not demonstrate progress towards desired outcomes.

Q5.7.1


overview

5.7.2 Is the Annual Report a public relations tool or a genuine accountability and reporting tool?

Many teams felt that the Annual Report is a bit of both, providing compliance information, but also showing the community how council is performing against the Vision and Plan. However it is primarily an accountability and reporting tool.

Q5.7.2


32%Accountability and reporting tool

57%Both

5%Public relations tool

5%Other


theme summaries

SummARy

The clear majority of teams indicated that they felt the Annual Report was both a public relations and accountability and reporting tool. It was stated, however, that the Annual Report is not highly effective as a PR document as it’s not very engaging.

QuotES

‘It can be both. It must be short, easy and appealing to read, but with credibility (e.g. rigour and integrity) to encourage the community to engage with it. The greater the readership the greater the accountability.’

‘For financial reporting it is a key accountability and reporting tool. The rest is largely a PR exercise that showcases achievements over the year, it is a useful historical reference. The sector is reporting its progress to the community more regularly, and does not rely on the annual report for this.’

‘Both. Its primary purpose is to be a genuine accountability and reporting tool as it includes audited financial statements, performance statement and LGPRF indicators...On the basis the Council is delivering its objectives and demonstrating sound financial management, it is also a PR tool – as it provides opportunity for Council’s to promote the objectives that have been achieved.’

tHEmE

Both

Q5.7.2

Count Percent

21 57%

SummARy

When saying the Annual Report is an accountability and reporting tool, many teams go on to say that there needs to also be a PR component, be it through a short summary or some other separate communication tool. The term ‘compliance’ is also used instead of ‘accountability and reporting’.

QuotES

‘Purpose in life: ultimate repository of information but not the way we communicate with the community.’

‘The Annual Report can be considered a benchmarking tool, allows for performance comparison ... Alternative methods could complement the Annual Report to “tell our story” e.g. a community-friendly summary document, video, social media etc.’

‘It’s not a public relation tool as the community never actually interacts or reads it.’

tHEmE

Accountability and reporting tool

Count Percent

12 32%


SummARy

Only two teams thought the Annual Report was a PR tool only. It was felt that the information was collected elsewhere therefore making the Annual Report unnecessary for internal use.

QuotES

‘Public relations, all information is already available in other mechanisms such as quarterly reporting. “The austerity report”, stripped back, follow set format from LGV best practice guidance.’

tHEmE

Public relations toolCount Percent

2 5%

SummARy

One team suggests that it is a compliance tool, but not necessarily used for accountability. Another team provided an answer that was unclear.

QuotES

‘It’s largely a compliance driven exercise and reporting tool. It’s not a genuine accountability tool.’

tHEmE

otherCount Percent

2 5%

Q5.7.2


overview

5.8.1 How does the Workforce Plan integrate with industrial obligations under relevant awards and enterprise agreements?

Rather than being integrated, the relevant awards and enterprise agreements (EAs) inform the Workforce Plan. Workforce Plans will comply with relevant awards and EAs, but won’t be ‘integrated’ with them.

Comply with obligations

Links and connections

Specific requirements

Not sure / not relevant

Other

34%

9%

31%

9%

22%

Q5.8.1



theme summaries

SummARy

It is widely recognised by teams that the Workforce Plan should comply with EA obligations, specifically pay rate and employment contract obligations.

QuotES

‘It should reflect all obligations and requirements.’

‘Workforce plan needs to comply with industrial obligations and should take into consideration EA cycles – legal implications’

‘The Workforce Plan must consider the industrial obligations under relevant awards and enterprise agreements.’

tHEmE

Comply with obligations

Q5.8.1

Count Percent

11 34%

SummARy

Whilst Workforce Plans will comply with industrial obligations, ten teams said that they perceived that these would be links, rather than integration.

QuotES

‘The workforce plan links to the industrial instrument or Enterprise Agreement.’

‘Integrate’ unsure of this. Should be a ‘link’ or ‘connection’. Integrating these documents would be a nightmare.’

‘It doesn’t integrate but it can’t be done in ignorance of other plans. There needs to be a consistency of planning across Councils. Workforce plan doesn’t become your IR tool. It is a planning tool.’

tHEmE

Links and connectionsCount Percent

10 31%


SummARy

Three teams mentioned the inclusion of specific requirements, such as the Gender Equality Bill, within their answer, with two mentioning that it should be included in the Workforce Plan and one saying that it may not be appropriate.

QuotES

‘Is the Workforce Plan the right vehicle to ensure the activation of the Gender Equality Bill, and requirements as part of the new LGA, perhaps a link to the Gender Equality Action Planning requirements, and whilst not mutually exclusive, a clear nexus should be evident, rather than both initiatives serving the same purpose and potential risk of re-engineering/duplication, or a very clear approach and process that integrates the two (right now the two are being addressed as separate entities despite their interdependencies).’

‘Should pick-up gender equity / other specific requirements of being a public service employer.’

tHEmE

Specific requirements Count Percent

3 9%

tHEmE

Not sure / not relevant

SummARy

One team suggested that the Workforce Plan would need to be reviewed when industrial obligations change. One team also questioned whether it should be a public document.

QuotES

‘In a limited way. It is of most benefit as a high level strategy.’

‘There needs to be a feedback loop to review the workforce plan when there are changes to industrial obligations as the cycle of updating/changing the workforce plan and industrial obligations (EBA’s, Awards etc.) are unlikely to be in sync.’

‘This is a really tricky process with EA processes. If cash flow is positive and surplus is high, then employees might come in and ask for high pay rise. Having it as a public document is fraught with danger. It is unsafe to have it span four years, because of the way unions operate. People look at it and make extrapolations because of EFT figures. It introduces too much sensitive speculation and fear. It should be available internally for the executive and Councillors to make decisions on.‘

tHEmE

otherCount Percent

3 9%

Count Percent

7 22%

Q5.8.1

SummARy

Seven teams said they were unsure or gave responses that were not relevant to the question.


overview

5.8.2 What other elements of the Integrated Planning and Reporting Framework does the Workforce Plan need to link to?

Whilst two teams said the Workforce Plan should link to all elements of the framework, others named an average of 3.1 elements per team. The top three framework elements to link to the Workforce Plan are clearly the Budget, Council Plan, and Financial Plan.

Budget

Council Plan

Financial Plan

Service Plan

Community Vision

Asset Plan

Everything

Annual Plan

Other

64%

22%

19%

61%

19%

56%

6%

42%

6%

Q5.8.2


other includes:

> Individual work plans / performance management

> Policy & strategy review

> Aligned with organisational planning

> Service standards

> Align its values and approach with wider community aspirations

> Identify current and predicted (10-year) workforce issues and explain what the council intends to do in order to achieve the objectives in the Council Plan and Delivery Program and identify specialist skills required and identify potential shortfalls

Jobs,Precinctsand Regions

Documents

Local Government Victoria Codesign Integrated · Q5.1.3 How can councils engage with the whole community, all levels of government and other stakeholders to develop and deliver the