Integrated Planning & Reporting
The Office of Local Governments Integrated Planning and Reporting framework ensures that Councils are prepared to meet and respond to the needs of the community into the future.
Council is required to develop a long-range planning system which refines its focus through community engagement and seeks to align the provision of Council Services with resources at financial, asset and human resource levels.
As part of the framework, Council prepares core documents including:
- The long-term Community Strategic Plan
- The 4-year Delivery Program
- An Annual Operational Plan
- The Resourcing Strategy including – Long Term Financial Plan, Asset Management Strategy, Workforce Strategy and Cumberland Digital Strategy
- Key reporting documents including – Quarterly Performance Report, Annual Report and End of Term Report.
The framework builds a strategic vision for the city of Cumberland directly with the community and key stakeholders, taking into account State and Federal plans and policies. Council’s strategies, plans, services and initiatives are then created in direct response to this vision, building an integrated planning process and progressive initiatives for the city.
As a newly formed Council, Cumberland was under Administration for the first 16 months after the proclamation. During this time, Council completed many key projects necessary to assist the transition to one organisation, as well as countless other ‘business as usual’ activities which ensured service continuity to the community throughout this time.
An Administrators End of Term Report (PDF, 1.71 MB) has been produced and was reported to the last Council meeting before the return of elected representatives. This report outlines progress with these activities, Council’s current operational position and other information to help inform the incoming councillors.
Community Strategic Plan CSP
Welcome to the first Community Strategic Plan for Cumberland.
Establishing a central vision for Cumberland and a series of supporting long-term Strategic Goals, Outcomes, Activities and Measures, the Community Strategic Plan balances a commitment to social and cultural cohesion, the local economy, our natural and built environments and all members of the Cumberland community. This 10-year strategic document will guide Council’s endeavours to build a better Cumberland in partnership with its community.
The vision created by this Plan flows down throughout Council’s operations to drive progressive outcomes, high performing services and positive initiatives. The Community Strategic Plan is a long-term document, laying the foundation for Council’s service delivery, major projects and overall focus over the next 10-year period.
To identify these issues and write the plan on behalf of the community, Council undertook a comprehensive engagement program to identify the priorities, challenges and vision that the people of Cumberland had for their city over the next 10 years. Overall, Council gathered the views of around 2,500 local residents, visitors, businesses and other stakeholders.
Community Satisfaction Survey Reports
Cumberland Council undertakes an annual survey to assess the community’s perceptions with regard to Council’s services and facilities. The intent of the survey is to provide insights into the factors that drive satisfaction within the community and show council the effectiveness of its service delivery in meeting community expectations.
This is the third year that Council has conducted this annual survey through a consultant, Micromex Research, who have extensive experience in assisting over 60 councils in undertaking effective community research and engagement programs.
In particular, the Community Satisfaction Survey gauges:
- Importance / Satisfaction with Council activities
- Overall quality of life
- Progress towards / away from the outcomes in the Community Strategic Plan
The results from the 2018 Community Satisfaction Survey Report have been received with some key improvements in 2018, including ‘overall satisfaction with Council’ improving significantly.
Other improvements in 2018 include:
- Satisfaction with Council’s ‘communication with the community’ has seen a significant improvement.
Satisfaction with 33 of 41 comparable services/facilities provided by Council increased significantly. Most notably:
- Provision of information to the community
- Opportunities to participate in Council decision making
- Long term planning
The community reported significantly higher rates of agreement with the statements:
- Cumberland is a harmonious, respectful and tolerant community
- I feel part of my local community
- Council manages its finances well
- Cumberland has transparent, accountable and honest leadership
- Council offers good value for money
The annual Community Satisfaction Survey allows Council to establish benchmarks regarding performance and engagement with the community which in turn drives Council’s planning and reporting mechanisms. This ensures that Council is continually striving to achieve the Community’s vision for the future of Cumberland.
Delivery Program 2017-21 & Operational Plan 2018-19
The Delivery Program is Council’s answer to the Community Strategic Plan and shows the areas of focus for the political term. It is a four year plan that is created by each new Council and establishes a rolling program of actions, focus areas and priorities for that period.
The Operational Plan translates these focus areas into specific actions to be carried out each year. It in addition, the budget, capital works and fees and charges are part of the plan and cover the same period.
The Operational Plan 2018-19 was adopted by Council on 20 June 2018 after 28 days of public exhibition and valuable input from the Cumberland community. This plan constitutes Year 2 of the four year Delivery Program 2017-21 and is in place from 1 July 2018 to 30 June 2019. The Plan builds on the many things achieved in 2017-18 with a specific focus on improving service levels in town centre and parks cleanliness, pools modernisation, customer service, bookings and development assessment processing times.
The Operational Plan 2018-19 is delivered through 12 Service Areas, each with its own set of 4 Year Priority Areas, annual Key Projects, and funding and key performance indicators. Quarterly and annual reporting on the Key Projects and KPIs in the Operational Plan 2018-19 will keep the community fully informed on the plans implementation.
Council’s schedule of Fees and Charges 2018—19 is an element of the Operational Plan and is presented as a separate document. This document sets out all of the fees and charges Council has for the current financial year as well as the pricing policy associated with the fees.
- Revised 2017-2021 Delivery Program and Operational Plan 2018-2019 after Q2 (PDF, 3.6 MB)
- Fees and Charges 2018-19 (PDF, 2.36 MB)
The Cumberland Resourcing Strategy (PDF, 10.59 MB) ensures Council has the right funds, assets and people to deliver on its commitments made in the Community Strategic Plan, Delivery Program and Operational Plan. It involves the strategic management of resources and directly matching them to priorities and actions to be delivered by Council. The Resourcing Strategy is reviewed in detail every 4 years with the development of each Delivery Program to ensure integration and alignment. It contains four key elements:
- Asset Management Strategy
- Workforce Strategy
- Long-term Financial Plan
- Cumberland Digital Strategy
As part of IP&R program, Council monitors and reports on its progress towards the commitments of the key Integrated Planning documents.
Quarterly Performance Report
The planning and reporting process ensures that Council’s planning is aligned with the community’s vision for the future and that the planning process and the implementation of the Delivery Program is transparent and those charged with its delivery held accountable.
Council’s Delivery Program and Operational Plan contain Services and Key Projects which must be reported against on a six monthly basis at minimum. Council currently generates reports on a quarterly basis to ensure thorough monitoring of the commitments it has made to the community.
The Quarterly Performance Report provides an update and analysis of Council’s performance against the Delivery Program, Operational Plan and Budget. It contains a progress comment against each of Council’s Operational Plan key projects as well as key updates on Council’s Services.
- Cumberland Quarter 2 Performance Report 2018/19 (PDF, 10.39 MB)
- Cumberland Quarter 1 Performance Report 2018/19 (PDF, 6.52 MB)
- Cumberland Quarter 4 Performance Report 2017/18 (PDF, 1.1 MB)
- Cumberland Quarter 3 Performance Report 2017/18 (PDF, 2.27 MB)
- Cumberland Quarter 2 Performance Report 2017/18 (PDF, 14.33 MB)
The Annual Report documents Council's performance during the financial year. It presents progress towards the projects and actions in the Delivery Program and Operational Plan, as well as key financial and statutory data. Reading this report will give a thorough overview of key projects completed, budget alignment and the current position of Council in relation to its service delivery to the community.
Council is pleased to present the Annual Report 2017-2018 for Cumberland Council. This Report documents Cumberland Council's performance throughout the 2017/18 financial year. It presents progress towards the projects and actions in the Delivery Program 2017-21 and Operational Plan 2017-18, as well as key financial and statutory data.
- Annual Financial Statements - Cumberland Council 2017 - 2018 (PDF, 2.29 MB)
- Annual Financial Statements - Cumberland Council 2016 - 2017 (PDF, 9.11 MB)
- Annual Financial Statements - Former Auburn Council 2015 - 2016 (PDF, 5.25 MB)
- Annual Financial Statements - Former Holroyd Council 2015 - 2016 (PDF, 2.41 MB)