Logan City Council. Strategic Planning and Performance Management Framework

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1 Logan City Council Strategic Planning and Performance Management Framework 1

2 Table of contents 1. Overview 3 a) Purpose 3 b) Key Features 3 2. Context 4 a) National Framework for Sustainability 4 b) Elements of Sustainability 5 3. Framework Diagram 6 a) Strategic, Operational and Activity Level 6 b) Focus and Performance Reporting 6 c) Diagram 7 4. Strategic Level 8 a) City Direction Plan 8 b) Corporate Plan 10 c) Plans, Strategies, Frameworks and Policies 12 d) Long-term Financial Plans Operational Level 14 a) Business Plans 14 b) Operational Plan 16 c) Budget Activity Level 18 a) Program Activities and Outputs 18 b) Personal Performance Plan and Review 19 Appendix A: Glossary of Terms 21 Appendix B: Annual Strategic Planning & Performance Reporting Calendar 25 Appendix C: Annual Performance Reporting Calendar/Cycle 27 2

3 Overview Where are we going and what do we want to achieve? What are our priorities? What role does our Council have in addressing our communities' most pressing challenges? How does our Council's long-term vision for the future influence day to day operations and each of us? How well are we doing in meeting those challenges? a) Purpose Every business should have a process that provides clarity about the things it wants to achieve in the long-term and what it will do to make sure it delivers those outcomes. The Strategic Planning and Performance Management Framework is the key that unlocks strategic planning and performance management. In effect, strategic planning is the process we use to set our short, medium and long-term direction. This direction is our roadmap for the future. The framework helps us to understand the tools (plans, strategies and policies) that we use to set this direction. We can therefore pick the right tool at the right time to help us map out our course. How can we be sure that we will get there? In other words, how can we be sure that the roadmap (our strategic direction) will be followed? The framework explains that we use performance measures and set targets that will tell us if our roadmap is being followed correctly. It lets us know if we are on track or are getting lost. We can see how we are doing as an organisation and as branches. Most importantly, we can tell whether the work that each one of us does every day is making a difference. This framework is dynamic and will change as our organisation matures and capabilities are developed further. The strategic planning and performance management processes are designed to assist council and our communities to plan for the future and realise their vision. They are ongoing, integrated, systematic processes for: Identifying intended outcomes. Determining how outcomes are to be achieved. Demonstrating how progress and success will be measured. How this will be reported to support accountability. Please note that the framework highlights a number of concepts and processes that are yet to be put in place - for example Balanced Scorecards, Business Plans and formal strategic reviews. The framework provides the context and head of power for their development and implementation. b) Key Features Key features of the framework are: Our communities can better understand how the vision for the future is implemented The relationship between the city direction plan, corporate plan, business plans, and the operational plan and budget demonstrates how community needs and expectations are implemented through council operations. Staff have a clear sense of purpose There is a clear alignment between the corporate plan and the projects and activities undertaken by individuals within Council. Commitment to our vision increases This is accomplished through clearer roles and responsibilities that are aligned with our strategic direction. Clear accountability for our operations and performance The development of business plans ensures branches take responsibility for the implementation of the corporate plan. All plans are easier to implement By developing clear, brief and practical plans. It is easier to see the results that are achieved All plans have clear performance measures and simple reporting mechanisms. 3

4 Context The cornerstone of our performance is the programs The delivery of the corporate plan is primarily through the programs and performance against the corporate plan can therefore be tracked through the programs. Every staff member s performance makes a difference to the delivery of our strategic direction There is a clear link between personal performance reviews and the effective implementation of the corporate plan. We are all working towards clear, measurable objectives based on community and Council needs Our performance can be measured against meaningful targets. Better decision-making Decision-making becomes quicker, easier, more cost effective, and produces better outcomes. Better communication and understanding is made possible through the use of a common language An extensive glossary has been provided for typical local government terms used in the context of this framework (see Appendix A). In March 2007, the Local Government and Planning Ministers Council endorsed national frameworks for assessing financial sustainability, asset planning and management; and financial planning and reporting. They include an evaluation process that will focus on sustainable councils and communities, and good governance. At this stage the national frameworks represent a minimum standard and do not represent more complete standards of good practice. There is little doubt that this will develop over time and performance and accountability requirements of local government are likely to increase. Our Strategic Planning and Performance Management Framework will ensure that our Council meets standards of good practice and that we are well placed to respond to Queensland Government requirements. a) National Framework for Sustainability 1 The National Frameworks for Sustainability are intended to assist States and Territories to achieve a consistent approach to assessing financial sustainability of councils, including the ability to assess where councils may require additional assistance; and to provide a basis for States and Territories to assist councils to fulfil their commitment to sound public governance. According to the national frameworks, a council s long-term financial performance and position is sustainable where planned long-term service and infrastructure levels and standards, as prioritised through community engagement and consultation, are met without unplanned increases in rates and charges or disruptive cuts to services. The national frameworks provide a basis for all local governments in Australia to adopt relatively similar practices in a number of key areas. Queensland will implement the national frameworks within local government through the Sustainability and Reporting process being developed and implemented as part of the overall local government reform process. This process emphasises the sustainability of councils and communities. The national frameworks promote three main ideas: Long-term asset management and reporting Councils will need to raise asset planning and forecasting standards so as to manage the expected growth and adequately deal with the current infrastructure commitments. Accountability and transparency will be increased leading to more sustainable councils with better planning and management of infrastructure. Financial management and reporting The focus is on our financial management at both the strategic longer-term and annual planning levels. It includes the annual reporting level, 1 Local Government Reform and Sustainability and Reporting Paper, David Dobbs, February

5 linkages, and ease for the community to determine what council said that it would do compared with what was actually done and explains why variances arose. Integrated planning based on long-term modelling and strategic planning Councils will have to ensure that the key planning elements are in place, e.g. asset management plans, long-term financial models, city direction plans, corporate plans, and budgets that address minimum requirements. b) Elements of Sustainability The implementation of the Sustainability and Reporting process requires the return of information and data to the State which is evaluated and results in the development of reports to councils. Asset Management The State has developed an Asset Management Policy for Local Government in Queensland. The Policy states that all local councils are to develop and maintain long-term financial plans based on sound infrastructure asset management plans for certain prescribed infrastructure asset classes and sub-classes. These long-term financial plans should cover a forward planning horizon of at least ten years and the asset management plans on which they are based should desirably cover a 20 year period. An Annual Return on the Status of Asset Management is required by the State. It will confirm whether asset management plans exist for each significant asset class and sub-class and whether the long-term asset management requirements have been incorporated into the long-term financial model. The existence of asset management plans for key assets is a necessary precursor to having a complete long-term financial model that supports planning and decision making processes. Community Engagement Local Government recognises that community engagement is vital to the democratic process and contributes to building balanced healthy communities. A key element of the national framework is to ensure that our communities are meaningfully engaged in the processes where decisions are made that affect their lives. The Sustainability and Reporting process puts significant emphasis on community engagement as a key driver of effective planning processes, particularly on collaborative approaches to engage with the community on key issues as part of the corporate and city direction processes. An Annual Return on Community Engagement is required by the State. It has been designed to determine whether councils have developed robust community engagement processes and whether they are being integrated with the planning processes. Governance The State s evaluation process places governance considerations within the context of the sustainability, accountability and capability development objectives of the Local Government Act. The evaluation process comprises integrated approaches to strategic planning, asset management governance, leadership and advocacy, and risk management. An Annual Return on Governance is required by the State to determine, for a limited number of governance elements, whether certain key processes are in place to support planning and decision making processes. Integrated Financial Planning and Reporting The planning and reporting framework should be given effect through a strategic longer term plan, annual budget, and annual report. These documents provide a framework that covers the council s direction setting, monitoring and resource allocation. An Annual Return on Financial Planning and Reporting is required by the State. The intent is to gain an understanding of the extent to which the linkages between the various financial planning processes are established and operating as expected. It is also aimed at identifying the key sustainability disclosures to be made by councils in the various planning documents, consistent with the accountability and transparency theme of the Local Government Act. 5

6 Framework Diagram The Strategic Planning and Performance Management Framework is set out in the diagram on the next page. It comprises a number of equally important elements: A set of linked planning documents. A process that shows how these documents are developed and reviewed, what their focus is, and describes how each document influences others in the set. A focus on effective performance management indicating how performance is measured, tracked, and reported. The framework diagram is set on 2 axes, vertical and horizontal. Plans, strategies, policies and financial documents are developed at various levels depending on the nature of the document (strategic, operational or activity focus) and the audience (e.g. community, Council, executive or senior management). The framework diagram is explained below. It states what the document is about, where and how it links with the other documents, and the process for development and review. a) Strategic, Operational and Activity Level The vertical axis of the framework diagram focuses on the level of the plan, process or document, namely strategic, operational and activity level. b) Focus and Performance Reporting The horizontal axis of the framework diagram focuses on the main components of the framework, namely external (communities), corporate business, corporate financial, and performance reporting. 6

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8 Strategic Level The Strategic Level comprises the following: City Direction (external focus) Corporate Plan (corporate business focus) Long-term Financial Plan (corporate financial focus). Other plans, strategies, frameworks and policies that are developed to implement the strategic direction set through the corporate plan. Performance reporting occurs through the annual report, financial statements, and the results of community surveys. a) City Direction What is our communities' vision of the future? What will Logan be like in ten or twenty year's time? Purpose The City Direction Plan, the highest level document in our framework, identifies our communities' vision of the future for Logan City. It is a whole-of-community plan that identifies community-driven expectations and is developed through a process that engages our communities in setting a vision and long-term outcomes. This vision is explored through a number of themes that describe what Logan City will be like in ten or twenty year's time. These themes identify broad goals for our communities to attain this vision. Currently, this vision is set through Logan 2026 City Directions, and relevant parts of the Beaudesert Whole of Shire Plan, the Gold Coast Bold Futures, and the Beenleigh District Development Plan. Relationship to other Framework components The City Direction Plan sets the direction for all strategic level planning. The Local Government Act 1993 does not provide direction in the development of a city direction plan. However, the Local Government Bill 2009 promotes long-term planning by councils, and includes separate but related planning requirements for the: City Direction Plan (covering a period of ten years). Corporate Plan (covering a period of five years). Long-term Asset Management Plans. Long-term Financial Plans. The Local Government Bill 2009 emphasises the level of community input into the long-term corporate planning process, and the extent to which these community perspectives are reflected in the corporate plan, asset management plans, the financial models and the budget process. The integrated planning approach in the Local Government Bill is reportedly based, to a large extent, on the New Zealand (NZ) government model. Interestingly, extensive research into this model reveals that the city direction plan and the corporate plan are combined into one document called a Long-Term Council Community Plan (LTCCP). This model appears to work satisfactorily in NZ and should be considered for inclusion into the Local Government Bill. Planning/ Review Horizon The City Direction Plan has a year horizon and is subject to a major review at least every 6 years, or more frequently where a major change has occurred in the broader community environment. It is worth noting that the New Zealand LTCCP is a 10 year plan. The major review process is the same as the process for developing the plan as outlined below. 8

9 Structure The City Direction Plan, like all Strategic Level documents, is structured in line with the Quadruple Bottom Line (QBL) approach to sustainability with desired outcomes under four headings: social, environmental, economic and governance. Process The City Direction Plan sets our communities'vision for the future through: Identifying trends, opportunities, constraints and threats on our communities. Exploring current issues facing our communities. Developing preferred future scenarios in response to these issues and in line with the vision. Highlighting the issues about which the community may need further information, awareness and understanding, e.g. the compromises and changes in perception that may be required to ensure long-term sustainability of the community as a whole. The process set out below draws from our experience in city direction / community planning at Logan City and elsewhere, as well as through research to identify elements in a community planning process. The process for the preparation or review of the City Direction Plan includes: Consideration of Federal, State and Regional/ Local Government legislation. Consideration of state and regional objectives and strategies relevant to the economic, social, physical and environmental management of our Council area, e.g. the SEQ Regional Plan. Developing a community profile. Consideration of relevant corporate documents such as the current city direction plan, corporate plan, etc. This will identify what was planned, what has been achieved and what can be improved upon. Extensive consultation with the community; e.g. through surveys, focus groups, forums, public meetings, fairs; with other councils in our region and the state government. Consideration of community needs and expectations using tools such as a SWOT analysis and GAP analysis. Identifying the relationship between Council objectives and regional, state and federal objectives, e.g. identifying opportunities for coordinated services. The information gathered is collated into broad policy areas or issues, which are reflected within broader themes such as those in Logan 2026 City Directions: active and healthy, creative and innovative, green and sustainable, inclusive and vibrant, and regionally and globally connected. Each theme is analysed in terms of current issues and trends. A draft city direction plan that responds to the community s expectations is produced and presented for consideration to the broad community, stakeholders and other representative groups. This may include a facilitated process. Our communities'comments are then drawn together into a final plan that is implemented by Logan City Council through the Corporate Plan, other levels of government, the business sector, and community organisations. Performance Accountability & Reporting: Logan City Council is accountable to the community for delivery of the components of the City Direction Plan for which it is the responsible level of government. Our Council delivers the City Direction Plan through the Corporate Plan. At the same time we also take on an advocacy and facilitation role in championing our communities expectations with other levels of government, business and stakeholders. Performance reporting on progress is done against the Corporate Plan and through the annual report. 9

10 b) Corporate Plan What do we want to achieve over the next few years? What are our priorities for the future? How does our long-term vision influence day to day operations and each of us? How will we know how well are we doing in meeting our challenges and taking advantage of opportunities? Purpose Logan City Council is the sixth largest local government in Australia. Our success, like that of any large business, is built on providing clear direction to our organisation on what is planned over the medium to long-term and to provide confidence to our communities that excellent services will be delivered. The Corporate Plan is our Council s strategic business plan and roadmap for the future. It demonstrates what we will be doing to meet our communities needs and expectations, as set out in Logan 2026 City Directions and other similar community plan documents, over the next few years. At the same time it responds to changes in our external environment, such as the current economic downturn and the requirements of local government reform. For example, the Corporate Plan will be significantly impacted by changes to the Local Government Bill with its focus on integrated planning. The Corporate Plan impacts directly on existing services and service levels. It identifies new services to be delivered, extensions of current services, and functions such as advocacy, representation and governance. It also identifies changes that need to happen throughout Council to more effectively deliver on our strategic direction. The intention of this document is to set strategic direction for our organisation and it therefore does not set out to reflect all the work and recurrent activities that we do. Relationship to other Framework components The Corporate Plan is the key to ensuring our communities needs, as identified through the City Direction Plan, are delivered through our day to day operations and budget. The Corporate Plan sets our strategic direction and is implemented through Branch Business Plans that identify what we will do in our day to day operations to implement our long-term vision and strategic direction. The significant projects and activities in the business plans are lifted up to form the annual Operational Plan. Direction is also provided to all the other strategic level plans, such as the financial plan and the IPA Planning Scheme. Our policies and corporate strategies are aligned with the vision in the Corporate Plan and enable effective implementation of the vision through our operations. Planning/ Review Horizon The Local Government Act 1993 and Finance Standard 2005 require that Council prepares and adopts a Corporate Plan at least every 4 years to set the strategic direction for our City. The Local Government Bill 2009 proposes that the timeframe of the Corporate Plan be extended to at least 5 years. However, there is a strong argument that the Corporate Plan should be set over at least a 10 year horizon to provide better direction to the 10 year financial plan. In effect, a 10 year plan would have a detailed 4-5 year horizon and more broad objectives and strategies for the following 5 years period. The plan would be reviewed shortly after each Council election and redeveloped/ amended accordingly. As noted above, the New Zealand LTCCP is a 10 year plan. Each September/October, Councillors and SLPT should conduct a strategic review to assess progress to date, consider the impact of any external factors, assess key council requirements that might influence the strategy and direction, and identify priorities for the following financial year. This is an important step in the annual planning process and strongly influences the development of the next financial year's business plans, financial plans and annual budget. The Annual Strategic Planning Calendar/ Cycle is set out in Appendix B. 10

11 According to the Local Government Act, the Corporate Plan can be amended by a decision of Council. However, any fundamental change to the plan requires at least a 30-day period of consultation with our communities. Structure The Corporate Plan establishes an alignment with the Quadruple Bottom Line (QBL) approach to sustainability. Process The Corporate Plan sets our vision and identifies the priorities, outcomes and strategies we will pursue, and the values that we will be guided by to deliver on that vision. The process for preparation of the Corporate Plan involves: Developing a response to the City Direction Plan which provides a clear sense of our communities' needs and expectations. Currently, these include the Logan 2026 City Directions, the Beaudesert Whole of Shire Plan, the Gold Coast Bold Futures, and the Beenleigh District Development Plan. An information gathering process that includes an external and internal literature review and interviews with councillors. The information sourced can be used to shape the key elements in the issue papers. Considering the regional and local issues to be addressed, e.g. through developing issue papers. These papers also outline the strategies to effectively respond to the key issues. Regional collaboration and opportunities to further progress this collaboration are highlighted in each of the papers. The Finance Standard 2005 identifies the issues that need to be considered in the development of the Corporate Plan. Developing the vision for our City and values for our organisation. Developing outcomes to address the issues and strategies to achieve the outcomes as required by the Local Government Act and Finance Standard. Prioritising the outcomes and strategies to assist in setting clear direction and resource allocation. Considering the organisational resources and capabilities to deliver the required programs. Developing a draft Corporate Plan, comprising an overview of local and regional issues identified, the vision, values, outcomes and strategies for public consultation. Current legislation requires that the draft plan be available for inspection for 30 days. Considering the feedback received from our communities and staff and recommending a final Corporate Plan for consideration and adoption by Council. Performance Accountability & Reporting Logan City Council is accountable to the community for our performance against the Corporate Plan. Progress is reported each year in the annual report and associated financial statements. Our communities'views on our performance is captured and reported via an annual survey. While our performance is reported annually in line with the requirements of the Local Government Act, there is currently no monthly or quarterly performance reporting on the Corporate Plan. The framework proposes that the Chief Executive Officer provide a monthly snapshot of our organisation s performance to Council. The report would track performance against a set of key corporate indicators (10-15 is typical) that are aligned with the Corporate Plan and Operational Plan. These are high level and/or strategically important indicators. 11

12 c) Plans, Strategies, Frameworks and Policies What is required to support and flesh out the strategic direction? What provides the detail required by our branches and programs to effectively implement the Corporate Plan? Purpose The Corporate Plan is our roadmap for the future and provides broad strategic direction. However, where the Corporate Plan does not provide detailed direction for a particular function or service it may be necessary to develop plans, strategies, frameworks and policies that provide the head of power and detailed direction required by our branches and programs. Relationship to other Framework components In other instances, policies, strategies and plans are developed as a legislative requirement. A good example of this is the Logan Planning Scheme that is required by the Integrated Planning Act. It captures Council's response in land use terms to the City Direction Plan. It sets out desired environmental outcomes that are guided and consistent with the direction provided by the City Direction Plan and other external documents and statutory instruments such as the South East Queensland Regional Plan. Council will normally adopt a range of plans, strategies, frameworks and policies to reflect our approach to and/or position on important local issues. Planning/ Review Horizon These documents have varying planning horizons depending on their nature. The Planning Scheme, for example, has a 20 year horizon and is regularly reviewed. At this stage there is no corporate requirement to review plans, strategies, frameworks and policies at regular intervals. Consideration should be given to scheduling regular reviews of these documents to ensure that they remain relevant and continue to serve the purpose of providing the head of power and detailed direction required by our branches and programs. Since the Corporate Plan, in most cases, provides the broad direction for these documents it would make sense to review these documents when a substantial change is made to the Corporate Plan. In all other cases, these documents should be reviewed when changes are made to their head of power, e.g. legislation, or when there are major changes to our external and internal environment. Structure As Strategic Level documents, these should generally be structured in line with the Quadruple Bottom Line (QBL) approach to sustainability. Process The process for the preparation and adoption of Council policies is set out in the Local Government Act and Finance Standard. The process for developing or amending the Logan Planning Scheme is set out in the Integrated Planning Act. Performance Accountability & Reporting Council implements its plans, strategies, frameworks and policies primarily through the Corporate Plan. Progress is reported each year in the annual report. 12

13 d) Long-term Financial Plans How do we know what capital and major operational projects are planned for the next 10 years? How can we ensure that our resources are aligned with our business requirements and the implementation of the Corporate Plan? Purpose Long-term financial plans are necessary to ensure that our Council is financially sustainable into the future. 10 year capital and operational projections are made based on our direction, strategies, and priorities set in the Corporate Plan. Long-term financial planning is a cornerstone of the Local Government Bill The Bill focuses on our financial management at both the strategic longer-term and annual planning levels. It includes the annual reporting level, linkages, and ease for the community to determine what council said that it would do compared with what was actually done and explains why variances arose. Relationship to other Framework components The Local Government Bill 2009 requires councils to ensure that the key planning elements are in place and integrated. These include asset management plans, long-term financial models, city direction / community plans, corporate plans, and budgets that address minimum requirements. The intent is to understand the extent to which the linkages between the various financial planning processes are established and operating as expected. It is also aimed at identifying the key sustainability disclosures to be made by councils in the various planning documents, consistent with the accountability and transparency theme of the Local Government Act. Planning/ Review Horizon These plans typically have a 10 year horizon. They are reviewed annually in October/November and both influence and are influenced by Business Plans and Council priorities emerging from the annual strategic review of the Corporate Plan's implementation. Structure The focus of these documents is on the economic and governance perspectives of the QBL approach to sustainability. Process The process for the preparation of long-term financial plans, in the context of this framework, includes: Considering the priorities in the Corporate Plan. Developing a coordinated and planned schedule for the delivery of programs, projects and services to meet community outcomes within a set of agreed financial parameters. This schedule would be developed following the annual strategic review process (to occur in September/ October each year and involve councillors and SLPT). Developing a set of financial objectives, targets, indicators and modelling future scenarios to ensure a responsible approach to financial management is developed and maintained. Performance Accountability & Reporting The financial parameters and indicators are decided by Council as part of the annual budget process, with results reported annually as part of the audited financial statements. 13

14 Operational Level The Operational Level comprises the following: Business Plans (corporate business focus). Operational Plan (corporate business focus). Budget (corporate financial focus). Performance reporting occurs through the proposed monthly corporate scorecard report, quarterly Operational Plan performance reports, quarterly stream reports and financials, and monthly branch reports and financials. a) Business Plans What is each branch and program doing to implement our vision and strategic direction? How is the Corporate Plan implemented through our day to day operations? Who is doing what, how do we know it is on track, and when it will be completed? How will we communicate what our planned actions and levels of service are or will be? Purpose Business Plans are the engine room to ensure the implementation of the Corporate Plan through the programs and the functions and services provided by the various branches. They provide day to day direction to all programs, teams and work units. They identify the specific projects and activities that will be implemented and include the budget and performance measures that will determine whether the Corporate Plan's outcomes are being achieved. Business Plans are completed by every branch of the organisation and identify the: Approved Programs provided by the branch. Program Activities under each program. Outputs that will be delivered by means of specific projects or through ongoing services. Resources that are required to deliver them at the agreed standards. Performance measures/indicators or key milestones that will be used to track achievements, workload and success. Relationship to other Framework components The Corporate Plan sets our strategic direction and is implemented through Branch Business Plans. Business Plans are strongly influenced by the results of the annual strategic review of the Corporate Plan where Councillors and SLPT conduct a strategic review to assess progress to date, consider the impact of any external factors, assess key council requirements that might influence the strategy and direction, and identify priorities for the following financial year. All branches must prepare a Business Plan. The significant projects and activities in the Business Plans are lifted up to form the annual Operational Plan and progress on these is reported to Council and the community. When the significant projects and activities from all Branch Business Plans are aggregated for a given year, the total should form the Operational Plan for a twelve-month period. Business Plans have a strong link to the financial plan and the annual budget. In fact, there should be a direct correlation between projects in the 10 year Capital and Operational Major Proposals and Enhancements Schedule (COMPES) and the 4-year Branch Business Plans. This correlation with the annual budget should be to the extent that only those projects and ongoing activities identified in the Business Plans should be included in the budget. The only exceptions would be where a decision of Council, changes to legislation etc. have required amendments to Business Plan or budget. Since Business Plans are developed ahead of the preparation and adoption of the annual budget, they would need to be reviewed and amended (as required) once the annual budget has been adopted by Council. Managers would be in a position, at this stage, to confirm the funding of projects and activities that are supported by Council for the given year. 14

15 Business Plans also directly shape the personal development of an employee set out in the Personal Performance Plan (PPP). The process encourages responsibility for improving individual performance and learning needs. The PPP includes meaningful and measurable action plans. The action plans are directly aligned with the delivery of the Branch Business Plan. Planning/ Review Horizon The planning horizon for Business Plans should reflect the same period as the Corporate Plan. They are thoroughly reviewed each year commencing in November and completed by February/ March to ensure that they are used to influence the 10 year financial plans and the annual budget. Structure At this operational level, the Balanced Scorecard approach is applied to help drive overall organisational performance. The Scorecard has four perspectives: Customer; People, Culture and Learning; Continuous Process Improvement; and Financial Management. Process The process for preparation of Business Plans broadly involves (detailed guidelines and templates will be provided to all branches): Engaging all branch staff in the annual business planning process. Developing a response to the Corporate Plan's direction set through the outcomes and strategies Considering the results of the annual strategic review and feedback from SLPT. Considering changes in the environment, e.g. new or amended legislation or policy. Considering achievements in the Branch's programs to date, any gaps or opportunities, and customer feedback. The information gathered is analysed, under each program, to identify key projects and activities to be provided over the duration of the plan and for each year of its operation. Prioritise each program's projects and activities starting from the priority outcomes (identified by councillors) and the prioritised strategies (set by Deputy CEO's). Consider the organisational resources and capabilities to deliver the required programs and ensure that they match. This is a useful tool in determining the most essential work to be done since the organisation's budget will, in most cases, be less than the budget sought by branches. Developing a budget based on the projects and ongoing activities. Allocate responsibilities, timeframes and identify relevant performance measures to ensure the successful completion of projects and delivery of ongoing activities. Prepare a one page summary of the Business Plan. Following the adoption of the annual budget, confirm the funding of projects and activities. Review and amend the Business Plan as required. Performance Accountability & Reporting Managers are accountable to their Deputy CEO for delivery of the Business Plan. Progress is reported to Council and the community, to SLPT and to the Deputy CEO as follows: The Chief Executive Officer provides a monthly Corporate Scorecard report to Council against a set of key indicators (10-15 is typical). These are high level and/or strategically important indicators that provide a monthly snapshot of the organisation's performance. The Deputy Chief Executive Officer provides Council, via the relevant Committee, with a brief quarterly report summarising significant issues that Council should be aware of. These issues and future plans are primarily drawn from monthly meetings with managers to assess progress in delivering the Branch Business Plans. Each Branch provides their Deputy CEO with a monthly report, in Balanced Scorecard format, on their progress in completing projects or undertaking ongoing activities in the Branch Business Plan and the management of their branch. This includes reporting against a set of agreed performance measures. 15

16 b) Operational Plan What are our significant projects and activities for the year? What are the things that our communities and Council are most interested in seeing progress on? How do we know how well we are doing, what challenges we are facing, and what we will do to ensure the projects are completed on time and budget? Purpose The Operational Plan highlights our significant projects and activities for the year that are of most interest to Council and our communities. It includes: Outcomes and strategies directly from the Corporate Plan. Programs that the organisation has in place. Outputs that will deliver the strategies in the Corporate Plan. Significant projects and activities Performance measures to track progress and identify milestones and achievements. Relationship to other Framework components The focus of the Operational Plan is on key community-facing and strategic organisational projects that will deliver on the Corporate Plan. It comprises projects and activities that are 'lifted up'from the Branch Business Plans. The annual budget is developed based on the content of the Operational Plan. The Local Government Act requires that this plan is considered and adopted before the budget is endorsed by Council. Planning/ Review Horizon The Operational Plan has a 1 year horizon. It is developed each year starting in February and adopted in June prior to the formalisation of the budget (see the Annual Strategic Planning Calendar/ Cycle as set out in Appendix B). According to the Local Government Act, the Operational Plan can be amended at any time by a decision of Council. Structure Because it is built around the Corporate Plan outcomes, the Operational Plan also adopts the QBL structure. Process The process for the preparation of the Operational Plan involves: Reviewing each program in the Branch Business Plans to identify significant projects and activities to be lifted up into the Operational Plan. SLPT considering these potential projects and activities and selecting those considered appropriate and relevant to report to Council and the community. Endorsing those projects and activities for inclusion into the annual budget. Identifying the outputs that will deliver on the Corporate Plan and the milestones and performance measures to track progress and achievements. Listing the Activities that will be undertaken. 16

17 Performance Accountability & Reporting The Local Government Act requires that progress against the Operational Plan be monitored and reported at least quarterly via a report to Council. Currently, this involves reporting against a set of agreed performance measures in the Operational Plan. These measures are also recorded and tracked through our performance management software system. In effect, program leaders and managers report progress against their measures each quarter. They also provide detailed comments on progress with branch projects and initiatives for the preceding quarter. This framework proposes enhancing the quarterly Operational Plan performance report cards with the addition of information from branch monthly reports. The branch monthly reports to the Deputy CEO highlight progress on delivering their Business Plans. By adopting the approach of 'lifting'projects from Branch Business Plans, managers will need only to keep progress on delivering their Business Plans up to date. The monthly report indicates/ highlights: Progress in completing projects or undertaking activities listed in the Branch Business Plan. Any branch management issues. Future plans for subsequent months. Significant issues or risks to the delivery of projects and activities. Information to be reported to Council each quarter or through monthly reports where issues require more immediate consideration and action. Progress in performance against KPI's set in the Business Plan. c) Budget How are resources allocated to ensure the delivery of the Corporate Plan? What projects and activities are approved for the year? Purpose The purpose of the annual Budget is to set the financial parameters and to allocate our financial resources to Council's operations for the next 12 months. Relationship to other Framework components It is structured to reflect the outcomes and strategies of the Corporate Plan and the programs in the Operational Plan. Planning/ Review Horizon The annual Budget has a 12 month horizon, but is reviewed and amended every 4 months. Structure The Budget is focussed on the Financial Management perspective of the Balanced Scorecard. Process The annual Budget comprises the projects and activities to be delivered in a given year. It is clearly aligned with the Branch Business Plans and the Operational Plan. The Local Government Act requires that the budget is endorsed by Council only after the adoption of the Operational Plan. The process for preparation of the Budget is set by the Finance Branch and is described in the Budget Manual. However this framework highlights the strong role that Business Plans have in driving the development of the annual Budget, recognising that the Budget is also influenced by the constraints flowing from the Long-term Financial Plan. Performance Accountability & Reporting The CEO is responsible for ensuring that the organisation's budget is managed effectively to meet the set targets and to satisfy the key indicators of financial sustainability. 17

18 Managers are accountable to their Deputy CEO for delivery of their Branch Business Plan within budget. The Manager Finance reports to Council on the monthly financial statements that show performance against plan and also provides a budget review report every 4 months. This Framework proposes that, in addition to the Manager Finance's reports to Council, monthly and quarterly reporting be reviewed. In future progress to Council and the community, SLPT and to Deputy CEO's would also be reported as follows: Each Stream reports monthly financial performance to the CEO. Each Branch provides their Deputy CEO with a monthly financial report as part of their monthly report on their progress in completing projects and undertaking ongoing activities in the Branch Business Plan. Activity Level The Activity Level comprises the following: Program Activities and Outputs (corporate business focus). Personal Performance Plan and Review (corporate business focus). a) Program Activities and Outputs How is the organisation structured to ensure that we can deliver on our strategic direction and that day to day operations are delivered effectively? Purpose Each Branch in Logan City Council comprises one or more Programs. The programs are the 'coal face'of our organisation and are where the 'rubber hits the road'. Therefore, the Programs are the critical core to delivering on our long-term vision and our strategic direction. Operational work is organised under each Program through one or more Program Activities which are logical groupings of work. There are two types of output under each Program Activity: Projects with defined start and completion dates - They have project plans with stages, important milestones and identify intended results. These will be set up and maintained by Program Leaders in the performance planning and reporting software. Ongoing Activities are ongoing work performed by the Branch. They have activity plans that set out service levels and service standards. Performance measures and indicators will be set up and maintained by the Program Leaders in the performance reporting software. Relationship to other Framework components Branch Business Plans are delivered through the Programs as approved by SLPT/ Council. Planning/Review Horizon Typically, Program projects and activities have a 12 month horizon. However, they will naturally be longer where project timeframes or ongoing activity cycles extend beyond one year. Structure It aligns with the Business Plan structure. Process Program Activities and Outputs are developed as a part of the process for preparation of Branch Business Plans. The process at this detailed level should engage all relevant Branch staff. Performance Accountability & Reporting Program Leaders are accountable to their Branch Managers for delivery of Program Activities and Outputs, such as projects, activities, and the management of staff, budgets and other resources. Progress is reported monthly to Branch Managers. 18

19 b) Personal Performance Plan and Review Do staff at Logan City Council have a clear sense of purpose? How can we increase staff commitment to our vision? Does each staff member s performance make a difference to the delivery of our strategic direction? Purpose Personal Performance Plans are created for the personal development of staff. They create a strong link between each of our staff and the Branch Business Plans. The Personal Performance Plan comprises 3 main elements: An action plan that aligns the responsibilities and performance of each of our staff with the projects and activities drawn directly from the Branch Business Plan. This action plan identifies the responsibility of the person with regard to the project or activity and how their performance or contribution to that project will be assessed, e.g. their management/ use of resources and budget. The desired organisational behaviours for our staff. It is focussed on an assessment of how our behaviour meets those standards. A development plan that is focussed on strengthening skills and capabilities and ensuring that the corporate goal of encouraging fun, teamwork, loyalty and continuous improvement is achieved. Relationship to other components The Corporate Plan is implemented through the programs, projects and activities in the Branch Business Plans. Since the Personal Performance Plans of each of our staff are strongly linked to the Branch Business Plans, there is a clear alignment between the Corporate Plan and the projects and activities undertaken by individuals within Council. The result is that our staff have a clear sense of purpose and commitment to our vision increases. This is accomplished through clearer roles and responsibilities that are aligned with our strategic direction. Position Descriptions (PD's) define the capabilities and contributions required of each of our staff. The PD's, individually and collectively, define our organisation s people resources needed to effectively achieve the strategic direction. They also allow identification of the individuals responsible for the success of projects, and therefore for Logan City Council's performance against the Corporate Plan. Planning/ Review Horizon The Personal Performance Plan is developed annually with quarterly progress reviews. Structure Personal Performance Plans align with the Business Plan structure. Process The People and Learning Branch sets the process for development of Personal Performance Plans. The process encourages responsibility for improving individual performance and learning needs into meaningful and measurable action plans. Performance Accountability & Reporting Every staff member s performance makes a difference to the delivery of our strategic direction. Personal Performance Reviews are clearly linked with the implementation of the Corporate Plan. Program Leaders, team leaders and supervisors are accountable for the performance of staff in their teams, and report to their Branch Managers. 19

20 Appendix A Glossary of Terms Historically local government uses terminology that is specific to a functional area and is often not readily or fully understood either by customers or other areas of Council. This glossary of terms has been provided to improve the level of understanding of strategic planning and performance management, to ensure consistency in using these terms across Council, and to eliminate or reduce the use of jargon to the extent possible. The definition of terms provides simple and easily understandable descriptions. It is a dynamic document that will grow and be updated over time. Term A Action Plan Activity Adopted Budget Aim Annual Report Annual Strategic Review Asset Asset Management Plan B Balanced Scorecard Benchmarking Branch/ Stream Reports Definition These are sets of actions (usually written down) that help to achieve results. A good action plan covers who will do what, when they will do it, what resources they will use, and how they will judge their success. An action, a subset of projects and/or services to achieve an output. It is the operational budget for a financial year including any amendments to the adopted budget. A high-level statement of broad intent or a summary of overall objectives. This report provides the public and parliament assurance that councillors are exercising proper governance over the affairs of Council to ensure efficient, effective and economic operations. It provides financial statements for the year, an assessment of performance in implementing the corporate and operational plans, and covers issues of public interest. Each September/October, Councillors and SLPT conduct a strategic review to assess progress in implementing the Corporate Plan to date, consider any external factors and key council requirements that might influence the strategy and direction, and identify priorities for the following financial year. This is an important step in the annual planning process and strongly influences development of the next financial year's business plans, financial plans and annual budget. Something of value that Council owns on behalf of the community, such as roads, drains, parks and buildings. A holistic plan that covers that covers the disciplines and activities that are necessary to manage an asset over its lifecycle of acquisition, operations, maintenance and disposal. A strategic management system based upon measuring key performance indicators (KPI's) across all aspects and areas of an organisation, usually at least the following perspectives: financial, customers, internal processes, and learning and growth. An ongoing, systematic process to compare an organisation's own internal performance to external performance standards of excellence. The intention is to close the resultant performance gap through continuous improvement. Deputy Chief Executive Officers provide Council, via the relevant Committee, with a brief consolidated Stream report every quarter summarising progress in delivering the Branch business plans and key emerging issues/risks that Council should be aware of. Each Branch provides their Deputy CEO with a monthly report on the progress of all projects, activities and the management of their Branches against a set of agreed indicators. 20

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