Integrated Planning & Reporting


Integrated Planning & Reporting Framework
Nambucca Shire 2027 Community Strategic Plan
Delivery Program 2017-2021
Operational Plan 2019/2020
Operational Plan 2018/2019
Resourcing Strategy
Reporting Framework
Fees and Charges
Rates and Charges Information for Ratepayers

Integrated Planning & Reporting Framework

On 1 October 2009, the NSW Government’s new framework for integrated planning and reporting for local councils came into effect.

Each council must now 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 is a new way of doing business. It ensures all the council's plans and reports work together to achieve community outcomes.

The Community Strategic Plan (CSP) 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 (LTFP); 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.

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Nambucca Shire 2027 Community Strategic Plan

The Community Strategic Plan 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. It is  based on four key themes which reflect the aspirations of our Community.  Each theme has a number of strategies that will help us achieve our goals.

Aspiration 1: Caring for our community

What Does Success look like?
  • A well informed Community that is involved in making decisions about its future
  • Sustainable management of the Nambucca Shire’s Environmental, Social and Financial capital
  • The Nambucca Valley is a safe and healthy place to live

Aspiration 2: Caring for our environment

  • Development in the Nambucca Valley will protect the environment and enhance the social and economic wellbeing of its people. 
  • Nambucca Valley Residents will responsibly manage their waste.  Reusing, reducing and recycling where possible.
  • The Nambucca Valley Community will value, enhance and protect the natural environment.

Aspiration 3: Living well

  • The social cohesion of the Nambucca Valley Communities will be underpinned by a wide range of cultural, sporting and recreational opportunities
  • The Shire’s residents respect and value for the Valley’s Indigenous Culture and heritage
  • All Valley residents feel part of the Nambucca Community regardless of their personal background or circumstances.

Aspiration 4: Promoting prosperity

  • The Shires infrastructure will reliable support the needs of the community and facilitate prosperous economy and promote future economic growth 
  • The people of the Nambucca Shire will enjoy meaningful and rewarding local employment opportunities.
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.
2027 Community Strategic Plan  (2.8MB)

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Delivery Program 2017-2021

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.

Delivery Program 2017-2021 (PDF 4.3MB)

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Operational Plan, Delivery Program and Long Term Financial Plan 2019/20

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.

Operational Plan, Delivery Program and Long Term Financial Plan 2019/20-2028/29 (PDF <1MB)
Fees and Charges 2019/20 (2.5MB PDF) 
Rates and Charges Information for Ratepayers 2019/20 (PDF <1MB)
Waste Facility Fees and Charges brochure (PDF <1MB)
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Operational Plan, Delivery Program and Long Term Financial Plan 2018/19

Operational Plan 2018/19 and Long Term Financial Plan (PDF <1MB)
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Resourcing Strategy

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.  The following Asset Management Plans were adopted by Council on 8 February 2018:

Asset Management Plan (Concise) Bridges  (PDF <1MB)
Asset Management Plan (Concise) Buildings (PDF 1.3MB)
Asset Management Plan (Concise) Footpaths (PDF <1MB)
Asset Management Plan (Concise) Sealed Roads (PDF 3.6MB)
Asset Management Plan (Concise) Sewerage Services (PDF 2MB)
Asset Management Plan (Concise) Stormwater (PDF 1.8MB)
Asset Management Plan (Concise) Unsealed Roads (PDF 1.5MB)
Asset Managemet Plan (Concise) Water Supply (PDF 4MB)

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.

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Reporting Framework

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:

Quarterly Reports against the Delivery Program & Operational Plan and Budget.

  • Annual Report - focusing on Council's implementation of the Delivery Program & Operational Plan.
  • 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.

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