About Us Future Planning

PLANNING FOR OUR FUTURE  

 

Integrated Planning and Reporting    

 

   

In 2009, the Minister for Local Government introduced the Local Government Amendment (Planning and Reporting) Bill to Parliament which requires all NSW councils to produce a long term Community Strategic Plan, with a four year delivery program and an annual operational plan linked to the longer term planning outcomes.

 

The IP&R framework encourages councils to integrate their various plans and strategise their works and services based on community priorities that have been identified through consultation and engagement.

 

The clear goal is to turn community aspirations into reality, to ensure Council’s priorities are set according to our residents’ needs, to guarantee transparency in the decision-making process and to promote cooperation between all government levels, community groups and business.             
Video produced by Art Resistance

 

Council is required to review its Community Strategic Plan, establish a new Delivery Program and Resourcing Strategy – including a Long Term Financial Plan, Asset Management Strategy and Workforce Plan – before 30 June following an ordinary election of Councillors. A new Operational Plan must be adopted before the beginning of each new financial year.

 

Our current documents were adopted by Council on 27 June 2013.

 

Hardcopies of the documents can be obtained by contacting Therese Smith during office hours at Moree Plains Shire Council, Level 2, The Max Centre, 30 Heber Street, Moree or on (02) 6757 3224.

 

The Community Strategic Plan: Moree Plains 2035

 
The Community Strategic Plan outlines the community’s main priorities and aspirations for the future.
 
While Council has a custodial role in initiating, preparing and maintaining the Community Strategic Plan on behalf of the community, it is not wholly responsible for implementation of the plan. Other partners – such as State and Federal Government agencies, community groups, businesses and even individual community members – may also be engaged in delivering on the objectives of the plan.
No plan is intended to be static and we will be reviewing the Community Strategic Plan every four years to ensure that it continues to reflect the aspirations of the community.                                                                                       
In 2010, following an extensive community engagement program with community and stakeholders, we facilitated the development of our first Community Strategic Plan: Moree Plains 2030.
 

The Delivery Program

Cascading from our long term Community Strategic Plan is Council’s four year Delivery Program and annual Operational Plan.

 

The Delivery Program lists the strategic actions Council has identified as being necessary to achieve the community’s priorities, while the Operational Plan details Council’s budget and identifies the specific initiatives that are able to be funded each year.
Because the Delivery Program and Operational Plan are so interlinked, Moree Plains Shire Council has chosen to publish them as one document.
Current Operational Plan  
Click here to see our previous delivery programs and operational plans :

Resourcing Strategy

  

In order to achieve the community’s long term aspirations and needs identified in the Community Strategic Plan, Council assessed its current and forecasted capacity and resources (in particular money, people and assets) to carry them out.

The result of the analysis of current and future capacity is translated into Moree Plains Shire Council’s Resourcing Strategy, which consists of three components, the:
·        Long Term Financial Plan
·        Strategic Asset Management Plan
·        Workforce Plan.

Long Term Financial Plan
 

The Long Term Financial Plan reflects Council's desire and capacity to deliver the strategies, initiatives, works and programs identified in the Community Strategic Plan and in the Delivery Program.
       projected income and expenditure, balance sheet and cash flow statement
       planning assumptions used to develop the Plan
       sensitivity analysis – highlights factors/assumptions most likely to affect the Plan
       financial modelling for different scenarios eg planned/optimistic/conservative
       methods of monitoring financial performance.
                                                                                                                                            


Asset Management Strategy

With the Asset Management Plan, Council undertakes an assessment and plans for all assets under its ownership, and for any new asset solutions proposed in Community Strategic Plan and in the Delivery Program/Operational Plan.
The Asset Management Strategy includes an overarching Asset Management Policy identifying all built assets under Council’s control and risk management strategies for them.


Workforce Plan

 
The Workforce Plan addresses the human resourcing requirements of Council’s Delivery Program.
The Workforce Plan ensures Moree Plains Shire Council has the people and the capacity to continue its strategic direction and deliver services in an efficient and effective manner.