Integrated Planning and Reporting Framework

The Integrated Planning and Reporting Framework was introduced in 2009 and has transformed the way councils in NSW develop, document and report on plans for the future of their communities.

The framework starts with the community’s long‑term aspirations, looking at least 10 years ahead. It brings together a suite of integrated plans that outline a shared vision, goals, and the strategic actions needed to achieve them. The framework also establishes a clear reporting structure to track progress and a scheduled review cycle to ensure plans remain relevant over time. 

Read the key supporting documents:

Follow the process for guidance on implementing the framework, including roles, responsibilities, best‑practice examples, timeframes, county council requirements, and integration tips.

The framework covers several key components:

Community strategic plans

Community strategy plans (CSPs) describe the community’s vision and aspirations for a period of 10 of or more years. Creation of the CSPs is through engagement with the community, led by the mayor and councillors.

This is the community’s plan for its future. Council will have a custodial role in engaging, refining and preparing the plan on behalf of its community. As it is possible the community will identify aspirations that are not council’s responsibility, it may need to partner with state government agencies and community groups to deliver the plan.

Key requirements of CSPs are listed below.

  • the plan must be for a minimum of 10 years
  • identify community priorities and aspirations
  • includes a vision, strategic objectives and strategies to achieve those objectives
  • must address the quadruple bottom line: social, environmental, economic and civic leadership issues
  • based on social justice principles: equity, access, participation and rights
  • give due consideration to the State Plan and other relevant state and regional plans
  • the community must be engaged in the development of the plan in line with the Community engagement strategy created for the purpose
  • must be endorsed by council after being on public exhibition for at least 28 days.

CSPs address 4 key questions for the community:

  1. Where are we now?
  2. Where do we want to be in ten years’ time?
  3. How will we get there?
  4. How will we know when we have arrived?

CSP implementation is supported by the below suite of integrated plans that include strategic actions:

  • Delivery program – 4-year plan that sets out the strategies from the CSP that will be priorities for the current council term.
  • Operational plan – annual plan containing detailed actions from the delivery program.
  • Resourcing strategy – 3 key plans (long term financial plan, workforce management plan, and asset management plan) which support the implementation of the CSP.

At the end of each council term, a report is provided to the community outlining progress towards the achievement of outcomes identified in its CSP. Reporting requirements including the Annual Plan and End of Term report are also set out here.

As the highest level strategic plan council will develop, we recommended a multi-disciplinary team manages and implements the process.

Delivery program

Delivery programs are 4-year plans that turn the strategic goals in community strategic plans (CSPs) into actions. It is at this point that a council makes a commitment to act upon the the CSP issues within its area of responsibility.

Delivery programs are the ‘go to’ document for councillors, identifying activities the council has committed to undertake over its term. All plans, projects, activities and funding allocations of the council must be directly linked to the delivery program.

The delivery program is supported by the resourcing strategy and should be reviewed every year as the council prepares its next operational plan. If any significant amendments are proposed, the council must re-exhibit the delivery program, explaining the proposed changes and inviting community comment.

Operational plan

One-year operational plans spell out delivery details, identifying the individual projects and activities that will be undertaken in a specific financial year, to achieve the commitments made in the 4-year delivery program.

Operational plans must include the council’s detailed annual budget, along with a statement of revenue policy, which includes the proposed rates, fees and charges for that financial year.

It should be clear how the plan's activities work towards delivery, which in turn works towards achieving the objectives of the community strategic plan.

The activities of operational plans are enabled by resourcing strategies.

Operational plan responsibilities should be linked to team planning and the staff performance system, so that they become an intrinsic part of a staff member’s work planning and regular performance review.

Enquiries

If you have enquiries about Integrated Planning and Reporting phone 02 4428 4100 or fill out the contact form

State and regional plans

In planning for their community’s future councils must give due regard to other existing strategic plans including the NSW State Plan and relevant regional plans in order to identify issues that may affect the local area.

The NSW 2021 – A plan to make NSW number one (PDF, 875 KB) is a 10 year plan for our state focussed on rebuilding the economy, providing quality services, renovating infrastructure, restoring Government accountability and strengthening local Government and communities.

Early in each term the state Government also sets out key priorities for the next 4 years.

The state is divided into 9 regional planning regions, each with a long-term plan and implementation plan.

The Greater Sydney Commission created a strategic plan for Metropolitan Sydney: A metropolis of three cities, divided into 5 planning districts.

Community engagement strategy

The IP&R Framework is underpinned by strong community engagement. Engagement with residents as well as business, state agencies and non-government organisations is essential to creating plans that will truly represent the aspirations and needs of the local community.

Each council is required to create a strategy for how they will engage the community in creating and reviewing their community strategic plan. This strategy must:

  • be based on the social justice principles of access, equity, participation and rights
  • identify relevant stakeholder groups in the community
  • outline the methods that the council will use to engage each of these groups
  • allow sufficient time to effectively undertake the engagement.

It is important to understand the difference between informing the community about what the council is proposing, and empowering the community to play an integral role in determining the goals, strategies and actions to be undertaken.

The community strategic plan chapter of the Integrated Planning and Reporting handbook for local Government in NSW provides detailed information and good practice examples of community engagement.

The resourcing strategy

The community strategic plan provides a vehicle for each community to express its long-term aspirations. However, these aspirations will not be achieved without sufficient resources – time, money, assets and people to implement them. The resourcing strategy is critical link when translating strategic objectives into actions.

The resourcingsStrategy consists of 3 inter-related elements:

  • long-term financial planning
  • asset management planning
  • workforce planning.

The resourcing strategy makes clear what elements of the community strategic plan the council will take responsibility for. Other levels of Government, business, non-government organisations, community groups and individuals will also have a role in achieving the outcomes of the community strategic plan.

As its name suggests, each of the elements of the resourcing strategy also play a role in resourcing the achievement of the delivery program and operational plans, as well as any other strategic plans the council has developed to support the achievement of the community strategic plan.

The resourcing strategy chapter of the Integrated Planning and Reporting handbook for local government in NSW provides further information.

Other strategies and plans

Other strategic planning may be undertaken by a council to support the achievement of outcomes in specific areas identified in the community strategic plan. 

For example, the Local Environmental Plan (LEP), a Cultural Plan, an Economic and Tourism Strategy, or an Ageing Population Plan may be prepared to guide council in its achievement of these aspects of the community strategic plan.

This planning must always be linked back to and align with the high level strategies of the community strategic plan. 

Resources

Extensive resources are available to support councils in planning and reporting:

Integrated Planning and Reporting resources
State and regional planning resources
Other planning resources: