What is Integrated Planning?
The Integrated Planning and Reporting Framework opens the way for Council to identify and plan for funding priorities and service levels in consultation with the community, while preserving local identity and planning for a more sustainable future.
The framework consists of a hierarchy of documents including:
Community Strategic Plan
Our Community Strategic Plan, “Richmond Valley Made 2030” (CSP), identified the community’s main priorities and aspirations for the future and established broad strategies for achieving these goals. In doing this, consideration has been given to the issues and pressures which may affect the community and the level of resources which will realistically be available to achieve its aims and aspirations.
While Richmond Valley Council has a custodial role in initiating, preparing and maintaining the CSP on behalf of the local government area, it is not wholly responsible for its implementation. Other partners such as government agencies, businesses, community groups and industry can help in achieving the long-term objectives of the plan.
Click here to find out about the Community Strategic Plan 2032, and how you can help guide it through our engagement strategy our Big Conversation.
The CSP provides a vehicle for expressing long-term community aspirations. However, these will not be achieved without sufficient resources – time, money, assets and people – to actually carry them out.
The Resourcing Strategy consists of three components: Long Term Financial Plan; Organisational Development Plan; Asset Management Plans
The Resourcing Strategy is the point where Council assists the community by sorting out who is responsible for what, in terms of the issues identified in the CSP. Some issues will clearly be the responsibility of Council, some will be the responsibility of other levels of government and some will rely on input from community groups or individuals. The Resourcing Strategy focuses in detail on matters that are the responsibility of the Council and looks generally at matters that are the responsibility of others.
Delivery Program and Operational Plan
The Delivery Program explains what Council will do during its term of office to achieve the Community Strategic Plan objectives. Some priorities will be delivered directly by Council, using the resources available to it. Others will be delivered in partnership with other levels of Government.
The Operational Plan supports the Delivery Program and shows the individual projects and activities that Council will undertake each year towards achieving its goals. The plan includes the council’s annual budget and Statement of Revenue Policy.
Changes in response to the 2022 flood and COVID pandemic
Normally, each Council prepares a four-year Delivery Program to align with its term of office. However, due to the COVID pandemic, the current term of Council has been reduced to less than three years (December 2021-September 2024).
Following the catastrophic floods of February-March 2022, Richmond Valley Council implemented a modified Integrating Planning and Reporting Program and will be adopting a new Community Strategic Plan in 2023.
In the meantime, the Rebuilding the Richmond Valley Recovery Plan has been adopted as Council’s Delivery Program for 2022-23, supported by the 2022-23 Operational Plan.
The current year (2022-23) reports are available for download below:
- Rebuilding the Richmond Valley Recovery Plan – Delivery Plan – adopted by Council 28 June 2022
- Operational Plan (including Financial Estimates 2022-2026) adopted by Council 28 June 2022
- Long Term Financial Plan 2022-2032 adopted by Council 28 June 2022
- Revenue Policy 2022-2023 adopted by Council 28 June 2022
The Annual Report focuses on the implementation of our Delivery Program and Operational Plan. The report also includes some information that is prescribed by the Local Government (General) Regulation 2021.
Mid-Term Report 2016-2018
This Mid-Term report was designed to provide a snapshot of Richmond Valley Council’s achievements in delivering on key priorities and objectives identified in the Richmond Valley Made 2030 Community Strategic Plan.
It is intended to provide the community with an overview of the highlights and achievements over the current term of the elected Council.
A summary of selected highlights and achievements is provided in the report.
End of Term Report
The End of Term Report is produced every four years at the end of each term of Council. In the report, Council is required to report on how effective its Delivery Program and partnerships with others have been in making an actual difference to the community’s quality of life as envisioned in the Community Strategic Plan.
The End of Term Report:
- Outlines the progress made by the Richmond Valley community towards achievement of its vision for quality of life during the term of office of the outgoing Council;
- Takes measures of the performance and effectiveness of the strategies of the Community Strategic Plan in progressing towards the targets and sustainability; and
- Sets out advice for achieving the community’s desired future, sustainably.
The past three End of Term reports are available below.
Councils are required to report on the progress of their Delivery Program on a six-monthly basis. Richmond Valley Council has prepared its biannual report which outlines to the community, the progress of actions and initiatives.
- Delivery Program Progress Report Q2 to 31 December 2022
- Delivery Program Progress Report Q4 to 30 June 2022
- Delivery Program Progress Report Q2 to 31 December 2021
- Delivery Program Progress Report Q4 to 30 June 2021
- Delivery Program Progress Report Q2 to 31 December 2020
- Delivery Program Progress Report Q4 to 30 June 2020
- Delivery Program Progress Report Q2 to 31 December 2019
- Delivery Program Progress Report Q4 to 30 June 2019
- Delivery Program Progress Report Q2 to 31 December 2018
Quarterly Budget Reviews
A quarterly budget review acts as a barometer of Council’s financial health during the year. It adequately discloses Council’s overall financial position, provides sufficient information to enable informed decision making, while ensuring transparency in decision making. It is also a means by which councillors can ensure Council remains on track to meet its objectives, targets and outcomes as set out in its operational plan.
The following documents detail the status of financial budgets at the end of each quarter.