PIA (TASMANIA) BUSINESS PLAN

Transcription

1 PIA (TASMANIA) BUSINESS PLAN AND BUDGET SUMMARY This one year business plan outlines the PIA (Tas) vision and priorities. It is the third Plan published since the launch of PIA nationally in July The plan outlines the strategic priorities to 2010 and Action Plans in each area for the current year. It is based on and complements the PIA National Business Plan.

2 BUSINESS PLAN ABOUT THIS PLAN This Business Plan guides the activity of the Planning Institute of Australia, Tasmania Division and is consistent with the direction set in the Division Strategic Plan. The Business Plan reflects the Divisional Strategic Priorities and sets out specific activities agreed by the Tasmanian Division, which will be our focus for the twelve months from 1 July Priorities and Action Plans are developed at a PIA strategic planning and budget meeting comprising the Division, National Councillor, Hon. Secretary and other Committee members under the guidance of the National CEO. Plans are set for the forthcoming financial year and budget parameters are also set at that time. The sections of the Plan reflect national strategic priorities consistent with our organisational objectives and outlined earlier in this document. The success measures are specific, tangible outputs to be produced, or measurable targets to be achieved, by 30 June 20, through the projects identified in the Business Plan. Under each Strategic Priority area is an Action Plan which includes a number of clearly identifiable projects with a single Divisional Office Bearer or PIA staff member accountable for the outcome. Each project has a nominated completion date and a budget/resource allocation. The Consolidated PIA Tasmania Divisional Budget is a confidential compendium to this Plan. The National Strategic Plan, Business Plan and Budget are complementary documents and inputs to the annual divisional strategic planning and budgetary process. While the responsibility of this Plan lies with the Tasmanian Division, the National Council which is the PIA board of directors, has overall corporate governance responsibility for PIA Incorporated, a nationally registered Association. 2

3 CAPITALISING SUSTAINABLE COMMUNITIES The planning profession is dedicated to creating and enriching liveable communities. PIA, therefore, aims to generate constructive debate and bipartisan action on planning issues, recognising that land use patterns significantly impact on a host of national aspirations for the environment, the economy and society. Liveable Communities: A National Agenda was created by in 2002 and identified areas in which national action is needed to achieve sustainable development and healthy, prosperous, cohesive communities. Two years on, in February 2004, Liveable Communities MkII was launched. While this new policy document recognises important initiatives now underway, it calls on the Australian Government to implement a robust, clear and comprehensive national framework for urban and regional development. Liveable Communities MkII calls for a Sustainable Development Charter to articulate principles for sustainable urban and regional development and set out time bound and measurable national targets for environmental, social and economic sustainability. Progress would be overseen by a newly established Australian Sustainable Development Commission which would also assess plans against the Charter and determine eligibility for future funding. Following industry and government consultation the model has been enhanced resulting in a shared built environment policy known as Capitalising Sustainable Communities. This has been endorsed by PIA, Property Council of Australia, and the Royal Australian Institute of Architects. The model calls for $10 billion over 10 years primarily funded by bringing forward of productivity gains from settlement patterns, resource management, transport systems and development assessment efficiencies. PIA has also had a major impact on the report recently handed down by the Environment and Heritage Committee. The report includes strong bi partisan endorsement of PIA's Liveable Communities policy, and the model for Commonwealth leadership developed by PIA with the support of the Property Council of Australia and the Royal Australian Institute of Architects. PIA s call for the Commonwealth to take a stronger leadership role in the sustainability and efficiency of our cities is reflected in this report. The findings and recommendations of this Inquiry are an important step forward. PIA is also playing a lead role in progressing research and implementation in Planning Healthy Communities. You can find Liveable Communities: A National Policy Statement at: 3

4 STRATEGIC PRIORITY MEMBER SERVICES OUTCOME: OWNER: Increase member satisfaction with PIA services and membership through meetings, professional advice, social activities, increased CPD, Young Planners group, and establishment of Chapters and Special Interest Groups if possible. Vice Membership (Committee: Secretary, CPD co ordinator) Action Plan Who When Cost Success Measure Ensure continued use of technology to communicate with members in timely manner Continual support of 2 $500 scholarships to assist Young Planners attend the National Congress Implement Young Planners SIG Strategic Plan in Tasmania Implement LGPN SIG Strategic Plan in Tasmania Ensure meetings and events are held regularly, advised in a timely manner and are equitably located retain support for regional activities.. Continue to participate in National Committee on Member Services Commence Tas Division electronic newsletter. Secretary/ Web coordinato r/ Office support YP Rep/Treas urer Ongoing $1000 Website content updated monthly Ongoing $1000 Uptake of scholarships/yp development YP Rep Ongoing $1500 As per SIG Strategic Plan LGPN Rep and Secretary Committee Rep Admin Support Ongoing Regional Support ($1500) LGPN active Meetings Schedule and attendance. July 20 Member services surveyed August 20 Presence of 2 pages every quarter by July 2007 Document and Publish a comprehensive CPD and other events Calender for Review and plan CPD/ CPP events to align with professional needs of members CPD Coordinat or/vp CPD Coordinat or Ongoing $500 CPD Calender published in December 20 Ongoing CPD ($1500) CPP participant funded, PIA Participant feedback 4

5 administered Identify planning mentors and mentoring processes accessible to planners in remote locations LGPN Coordinat or Commenc ement by January. List of mentors 5

6 STRATEGIC PRIORITY PROFILE, REPUTATION & INFLUENCE OUTCOME: OWNER: To raise the profile of and enhance the reputation of the profession as well as to influence planning policy, outcomes and planning issues confronting the profession and the community. (Committee: Vice External, National Councillor, Young Planner Rep.) Action Plan Who When Cost Success Measure Develop and maintain frameworks to maximise the public profile of a small and dispersed membership Communicate PIA s commitment to the public interest and educate the public through public comment Development strategy for and build media profile, engagement, monitoring Establish strategic alliance with other professions to identify issues of public interest and to cooperatively address those (eg joint submissions, regular meetings, engage in lobbying). Organise and undertake Abercrombie Lecture with key note speaker from interstate/overseas widely market event Ongoing Part of PIA $1,500 Media exposure/ Ministerial meetings Ongoing Media exposure/ public forum participation/ publications Dec Media exposure/working relationship with key media organisations / Vice South / Vice South Ongoing Budget Submissio n for by September November Organise WTPD Function November Continue promotion role through UTas course continue annual Mike Shields Awards to best graduate Develop government relations strategy and build PIA profile & influence all spheres of government. / YP Rep $150 (host lunch) Budget Submission for / influence planning related policy at State level. $2500 Abercrombie Lecture with media coverage. $1000 WTPD Function Ongoing $400 (Mike Shield Award) + YP Budget Welcome to Planning Event/grow student graduate membership Ongoing As for Item 1 Prepare strategy 6

7 STRATEGIC PRIORITY EDUCATION & PROFESSIONAL DEVELOPMENT OUTCOME: OWNER: To provide leading edge forums for professional discourse and networking, foster careers in planning and support developments in planning education. Vice Internal ( Convenor) (Committee: CPD Coordinator, National Councillor, YP Rep, LGPN Rep) Action Plan Who When Cost Success Measure Retain position on University Course Advisory Committee Review course syllabus for urban design, strategic and statutory planning content Participate in National Committee deliberations Participate in National Policy consultation program Work with State & local government to establish cadetships Encourage individual or regional groupings of councils to support planning students Support and assist with training in planning for Councillors Convener Convener & YP Rep Convener Convener, CPD Coordinator Convener Convener, LGPN Rep YP rep Convenor, LGAT Annual meeting Prior to annual meeting of UCAC Monthly telephone meetings April July Graduate feedback confirms course relevance Graduate feedback confirms course relevance Tasmanian views heeded Participation levels in forums and surveys of members Ongoing Establishment of 5 cadetships by January 2009 Ongoing Commitment to 10 workplace experience slots Ongoing $500 Improvement in elected member understanding of planning system 7

8 Improve profile of a career in planning through contact with secondary schools/colleges Convener, YP rep, University course rep. School & university enrolment week 2009, opportuni stic visits this year $500 (a) Enrolments in geography or environmental sciences at year 11 & 12 (b) Under graduate enrolments in geography or environmental sciences (c) Postgraduate enrolments in planning course at Tas uni 8

9 STRATEGIC PRIORITY ORGANISATIONAL CHANGE OUTCOME: Develop Chapters & Special Interest Groups, grow membership by 15% per annum & undertake PIA business development OWNER: (Committee: Executive) Action Plan Who When Cost Success Measure Seek support for National review of Chapter and Special Interest Group operations in small divisions Conduct survey and/ or workshop of Tasmanian Division members on involvement, operations and promotions of Divisions and SIGs Identification of potential PIA members through chapters (eg. Planning Lawyers, Transport Planners, Urban Designers) Identify planners in local councils who are not PIA members and promote benefits of support through membership Appoint Division sponsorship coordinator Review of sponsorship packages and activity Identification of potential sponsors Marketing approach to selected potential sponsors with sponsor kit + National Councillor Membership services officers Admin support Committee Committee Membership Co ord Committee Division sponsorship coordinator Division sponsorship coordinator sponsorship coordinator Sept 20 By 20 July By September 20 Included in member services Review agreed to by National Council and underway Quantum of response to any survey of members Development of a target list of potential members Sept 20 Development of a target list of potential members By July 20 By Sept By Nov By Dec Appointment by July. Report to Committee on Sponsorship Potential sponsor list $300 printing of kit Sponsorship kit and marketing prograrm 9

10 STRATEGIC PRIORITY OPERATIONS & FINANCIAL MANAGEMENT OUTCOME: OWNER: Ensure PIA governance and operations are efficient and it is financially sound. Treasurer (Committee: Secretary,, National Councillor) Action Plan Who When Cost Success Measure Implement a centralised and systematic approach to all outgoing invoices to ensure timely & accurate account keeping Single account signatory & internet banking access for Access Account only. Increase and formalise CPD event fees to recover greater proportion of costs: $30 members, $50 nonmembers, $15 student members & $20 other students Banking spreadsheet maintained on a monthly basis & used to benchmark budget progress Produce division operating surplus of 5% to 10% of income Ensure revenue from 2004 National Congress is appropriately managed and used for the benefit of members. Ensure that the consolidated Bank Trust account of $30,000 achieves an investment return of at least 5% p.a. Achieve appropriate office support Maintain office presence or home for PIA Division Treasurer Ongoing Invoices sent within 2 weeks of events, all invoices numbered Treasurer CPD convenor March 20 Single signatory & internet banking established Ongoing CPD event calendar delivered within budget Treasurer Ongoing Spreadsheet maintained & bimonthly benchmark reports prepared against budget Treasurer June 2009 Budget surplus of 5% achieved in June 2009 Treasurer & Committee Hon Office Manager & Hon Office Manager & July 20 Member satisfaction with services/interest accrued. Ongoing $12,000 (increase $6,000) of Appropriate office support provided Ongoing $6,000 Office presence maintained 10

11 See Separate Budget 11

12 WOULD YOU LIKE MORE INFORMATION? PIA INTERNET ADDRESS & CONTACTS Most of PIA s organisational arrangements are outlined in the Institute s Constitution and By Laws which can be found on the web at: There is also an article on PIA structure on the web at: Membership Guidelines and Information can be found at: Find our professional Code of Conduct at: Information about PIA in Tasmania can be found at: If you would like any other information please write, or telephone us on: Emma.Riley MPIA CPP Planning Institute of Australia, Tasmania Division GPO Box 977 HOBART TAS 7001 [email protected] Phone: Fax: