Strategic and Operational Plans
View all current planning documents that are part of Council’s IP&R Framework.
Strategic plans, operational plans, long term plans, workforce plans and financial plans
This section provides the complete suite of Council's current strategic and operational plans as part of the Integrated Planning and Reporting framework. The progress reports on these plans can be viewed on the Reports page. Copies of these plans from previous years can be requested by contacting Parkes Shire Council.
Council has been working with the townships of the Bogan Gate, Peak Hill, Trundle and Tullamore to create unique strategic plans for each town. The Township Strategic Plans aim to guide the work of the respective community committees and the development of each town.
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The Local Strategic Planning Statement (LSPS) identifies Council's 20-year vision for land use planning in the Parkes Shire, setting out planning priorities and actions to achieve this vision, and the means to monitor and report on the delivery of the actions identified. The document itself does not propose any changes to land use zoning but intends to set the future direction for planning in Parkes Shire.The key themes identified in the draft LSPS include:
- Connecting the Central West to the World
- Supporting Our Needs, Preserving What's Important
- Accommodating Residential Growth and Development
- Growing Our Economy.
The Parkes Local Environmental Plan 2012 (PLEP2012) is the legal instrument that imposes standards to control development for the shire. The LEP is reserves land for open space, infrastructure and other public purposes as well as residential, industrial, commercial and agricultural purposes.
The PLEP2012 includes provisions for the protection of the operational environments of the Parkes Radio Telescope and the Parkes National Logistics Hub. The LEP links directly to the Parkes Shire Council Community Plan in Future Direction 3 being Promote, Support and Grow our Communities and more specifically under the Strategic Objective 3.4.
Utilising an integrated planning framework to guide the development of our communities is an objective subsequently actioned in both the 4-year Delivery Plan and the Annual Operational Plan in 3.4.2.
Reviewing and implementing Council's Planning Instruments sees Council's implementation of the LEP regularly monitored and reported to Council and the community via the Integrated Planning and Reporting Framework reporting mechanisms.
The most up to date version of the LEP can be found on the NSW Legislation Website.
The Delivery Program actions the Future Directions and Strategic Objectives of the Community Strategic Plan and it identifies the principal activities that council will undertake in response to these objectives. The Delivery Program addresses the full range of Council's Operations and identifies who is responsible for their delivery.
The Delivery Program flows on into the tasks required annually as identified in the Operational Plan. The Delivery Program is intrinsically linked to the Resourcing Strategy documents being: the 10 Year Asset Management Strategy, the 4-year Workforce Plan and the 10-Year Long Term Financial Plan. The Long Term Financial Term has also formed the basis from which the 4-year Financial Forecasts has been derived to explain in more detail how the Delivery Program will be funded over the life of the program. This sees that the Delivery Program both informs and is informed by, the Resourcing Strategy.
The Long Term Financial Plan outlines the high level budgeting scenarios over the next 10 years. These estimates and assumptions form the basis from which the 4-year Parkes Plus Financial Forecasts have been derived. This document explains in more detail how the Delivery Program will be funded over the life of the program and equally what the Operational Budgets will ultimately be for each year of the program.
The Operational Plan & Budget is prepared as a sub-plan of the Delivery Program.
It identifies the projects, programs and activities that Council will undertake within the next financial year. These actions cascade from the Delivery Plan and become the tasks required each particular year of the Operational Plan. The Operational Plan allocates responsibilities for each project, program and activity and identifies how their effectiveness will be measured. Council receives reporting on these measures on a six monthly basis.
The Operational Budget details the budgeted funding for the activities to be undertaken in that year. The Operational Budget includes provisions relating to the content of Council's annual statement of revenue policy.
This includes details of:
- Estimated income and expenditure
- Ordinary rates and special rates
- Proposed fees and charges
- Council's proposed pricing methodology
- Proposed borrowings.
The Operational Budget is reviewed and reported to Council within two months after the end of each quarter (except the June quarter).
The Long Term Financial Plan (LTFP) is a part of Council's Resourcing Strategy. The Plan is used to ensure that a council can have an understanding of the current financial situation and the projections of several future directions. The LTFP is developed in conjunction with the Workforce Plan and the Asset Management Plan, and is combined as The Resourcing Strategy. The objectives are the same. These Plans are prepared for at least the next 10 years, and are required to be reviewed each year.
The LTFP is set out to show the financial impact of providing different levels of service to the community. The Plan includes projections of revenue and expenditure, the balance sheet and projected cash flows. Behind these projections there are several assumptions that are used to build the Plan. These assumptions are usually related to the level of assets renewal and maintenance, inflation rate, growth in dwellings, timing of revenue, level of grants, level of service etc. The projections are modified to highlight the major scenarios (or options) that have an economic consequence. Also, within the Plan there are financial indicators (calculated for each scenario). These indicators allow comparisons between scenarios, and enable the monitoring of financial performance.
The LTFP enables the Council to improve the connectivity with the Delivery Plan, and allows for a better understanding of the financial consequences of the Plan. The Long Term Financial Plan is a decision making tool that helps Council to model several important scenarios and it helps Council to identify financial issues at an earlier stage. The Plan presents the effects of these scenarios, over the longer term. These projections help Council to focus of the issues and analyse the consequences. Planning for at least 10 years allows the Council to assess the current situation and make decisions for the future.
The Asset Management Strategy is prepared to assist Council in improving the way it delivers services from infrastructure. These infrastructure services include:
- Transport (roads, bridges, footpaths, etc.)
- Stormwater drainage,
- Open Spaces (parks and recreation)
- Parkes Regional Airport
These infrastructure assets have a combined replacement value of $760 million.
The Asset Management Strategy
- Shows how its asset portfolio will meet the service delivery needs of its community into the future
- Enables Council's Asset Management policies to be achieved, and
- Ensures the integration of Council's Asset Management with its Long Term Strategic plan
The Asset Management Strategy will assist council in meeting the requirements of the National Sustainability Frameworks, and Integrated Planning and Reporting guidelines (IP&R). Local councils in NSW are required to undertake their planning and reporting activities in accordance with the Local Government Act 1993 and the Local Government (General) Regulation 2005, and provide services needed by the community in a financially sustainable manner.
The Asset Management Strategy is prepared following a review of Council's service delivery practices, financial sustainability indicators, asset management maturity and fit with council's vision for the future as outlined in the Community Strategic Plan. The strategy outlines an asset management improvement plan detailing a program of tasks to be completed and resources required to bring Council to a minimum 'core' level of asset maturity and competence.
The 2013 - 2017 Parkes Shire Council Workforce Plan provides the strategic direction to create a sustainable workforce. It provides a supporting framework for those objectives and actions contained in each of the three Departmental Delivery Programs and Operational plans. The focus will be the alignment of the workforce with the goals, values and objectives of the organisation which includes the management of our asset infrastructure. This will enable us to effectively delivery community expectations into the future.
The Disability Inclusion Action Plan outlines the practical actions in which Council can adopt and apply over the next 3 terms of Council to support people with disability.
Parkes Shire Council is committed to working with the community to achieve an increasingly inclusive and accessible local government area.
The 12 year life of the Disability Inclusion Action Plan transcends several terms of Council, which guides consistent delivery over the 3 terms of Council.
The DIAP is based on the principles outlined in the NSW Disability Inclusion Act 2014 and aligned to the focus areas of the NSW Government's Disability Action Plan.
The primary purpose of the Disability Access Facilitation Plan is to advise passengers with disabilities of:
- the service measures an airport will take to ensure access for passengers with disabilities, and
- how passengers with a disability can assist the airport operator to be best placed to provide an appropriate service (e.g. through provision of information prior to travel).
The measures in the plan are to provide detail on an airport’s policies and approaches to enable access to each stage of the journey for passengers with a disability.