COUNCIL POLICY Policy Framework Approved by City Strategy Committee on: 28 September 2009 Next Review Date: 28 September 2012 Responsible Officer: Adrian Stokes Position: Manager Sustainability Phone: 8203 7238 1
Policy Framework 1. Introduction 1.1 As reflected in Creating our Future, the City of Adelaide Strategic Plan 2008-2012, Council s vision for the City is: A vibrant, populous and sustainable Capital City built upon Adelaide s heritage and lifestyle. 1.2 The Policy Framework supports the translation of Council s vision to deliver the outcomes sought for the City through guidance for decision making. 1.3 The Framework provides clarity on the roles of Council and the Administration. 1.4 The Policy Framework applies to the development of both Council and Administration policy. 2. Legislative Requirements 2.1 The setting and reviewing of policy is a primary responsibility of Council under Section 59 of the Local Government Act (1999) and Section 22 of the City of Adelaide Act (1998). It is the role of the Administration to support Council with the development, implementation and review of policy. 3. Strategic Context 3.1 Council s vision for the City is enacted through Creating our Future, the City of Adelaide Strategic Plan 2008-2012. Central to Council s vision are six desired outcomes: Populous Capital City Unique Heritage, Park Lands and City Design Accessible and Connected Capital City Culturally Vibrant City Economically Prosperous City Environmentally Sustainable City 3.2 Delivering our Future, The Corporations Plan 2009-2012, outlines how the Administration, will assist Council in its policy governance role and to achieve its vision for the City. 3.3 In particular, the Administration aims to: Deliver for Council Deliver for the people we serve Deliver for our partners Deliver for our people Deliver for the Corporation 4. Policy Objectives 4.1 To assist Council in its delivery of robust and transparent governance in line with Council s policy role as outlined in section 59 of the Local Government Act (1999) and in Section 22 of the City of Adelaide Act (1998). 2
4.2 To facilitate the development, implementation and review of Council policy to support the delivery of Creating our Future, the City of Adelaide Strategic Plan 2008-2012. 4.3 To facilitate the development, implementation and review of Administration policy to support Delivering our Future, The Corporation s Plan 2009-2012. 4.4 To provide a framework for policy development that informs decision making processes across Council. 4.5 To utilise principles that contribute to good policy development and review. 4.6 To provide clarity on the many roles that Council assumes and performs. 5. Policy Principles 5.1 Policy principles support the development of consistent, transparent and robust policy and aim to inform the development of all Council and Administration policy. 5.2 Principles of policy and policy governance are: Principle 1: Policy informs decision making and contributes to achievement of the Outcomes sought from the Council s and the Corporation s Plans Policy is directly aligned to the achievement of an identified benefit or outcome, and informs decision making accordingly. It will reflect good governance practices and accord with legal, environmental, social and financial requirements. Principle 2: Policy is evidence based Policy development is informed by sound research and analysis, and an understanding of outcomes achieved by similar policy. Opportunities exist to test policy outcomes on a project or at a localised level prior to its adoption. Principle 3: Policy is developed in consultation with key stakeholders The contribution of key stakeholders in the policy initiation, development and review processes, broadens input, adds rigour and helps to achieve greater acceptance. Principle 4: The role of the Council and the Administration (Divisions and Business Units) is clearly articulated in policy The Council performs a variety of roles (e.g. leader, owner/custodian, regulator, information provider, advocate, facilitator/initiator, agent, part funder/funder and direct). Role definition provides transparency for external parties and the Council as to the varying (and multiple) roles. The role (or roles) of the Administration (Divisions and Business Units) in relation to an area or issue is clearly defined and articulated in policy documents and operating guidelines. Role definition assists in framing decision making and in identifying and resolving current or potential policy conflicts associated with the Council s and/or Administration s performance of multiple roles. 3
Principle 5: Decision-making is undertaken in line with policy, and exceptions are formally approved A core principle of sound policy governance is that decision making occurs in accordance with endorsed policy which in turn reflects endorsed strategic outcomes. Further, where exceptions are made, they are formally endorsed as such with a clear indication of whether the exception is for that matter only, or is to be ongoing and require an amendment to redress the policy. Principle 6: Policy is readily translated to Operating Guidelines Policy objectives fully address the subject matter and are written with clarity that enables their ready translation into operating guidelines and effective and efficient implementation. Administration can request of Council that a policy be revised or reviewed where its translation into operating guidelines is found to be difficult or inadequate. Council may initiate policy development and review at any time through a resolution of Council. Principle 7: Policy outcomes are measurable Measures are developed and supported which enable assessment of the efficacy of a policy and its contribution to the outcomes and benefits sought. Principle 8: Policy is readily accessible Policy is readily accessible to Council, the Administration and to the public. The accessibility of policy documents will assist with compliance and the consistency and transparency of decision making and community education of Council s policy position. Principle 9: Policy is reviewed periodically and/or in response to change triggers In order to ensure delivery of the outcomes sought, policy documents must be reviewed: on a periodic basis and/or in response to a trigger e.g. Council request, staff requirements, a change in legislation and/or external conditions, or advice from staff that a policy needs to be reviewed, or a request from a third party. 5.3 All Council and Administration policy must satisfy each of these principles. 6. Definitions 6.1 Strategic Plan (Creating our Future, the City of Adelaide Strategic Plan 2008-2012) A peak statement of Council s vision, outcomes, strategic directions, strategies and key projects and services. Developed and adopted by Council. 6.2 Vision Council s vision for the future of the City. Stated within Creating our Future, the City of Adelaide Strategic Plan 2008-2012. 4
6.3 Outcomes Outcomes desired for the future of the City that must be achieved for the vision to be realised. Stated within Creating our Future, the City of Adelaide Strategic Plan 2008-2012. 6.4 Strategy The means by which Council s Outcomes will be achieved. Developed and adopted by Council in relation to Council policy and the Administration for internal staff policy (noting that there are some exceptions for the latter). 6.5 Action Plan Specific actions and priorities in response to a strategy. 6.6 Corporation s Plan (Delivering our Future, The Corporation s Plan 2009-2012) A statement of how the Administration will act to underpin Council s Strategic Plan and Annual Business Plan and Budget. Developed and adopted by the Administration. 6.7 Policy Framework Supports the translation of Council s vision to deliver the outcomes sought for the City through guidance for decision making. 6.8 Policy Documents A generic term which captures the range of documents including the Strategic Plan, Corporation s Plan, charters, strategies, action plans, management plans, Council and Administration policy and operating guidelines. 6.9 Policy Program Outlines the policies that will be developed or reviewed in a given year. 6.10 Charter A public declaration that outlines the level of service / commitment that will be provided by Council and / or its businesses. 6.11 Management Plan A fully structured and formally approved plan for the long-term development, maintenance and operation of Council assets. 6.12 Council Policy The principles, and definition of roles, used to make decisions when enacting strategies. Developed and adopted by Council. 6.13 Administration Policy The principles, and definition of roles, used to make decisions within the Administration. 6.14 Statutory Policy Responds to Council or the Administration s legislative responsibilities. 6.15 Operating Guideline Guidelines that guide the implementation of Council and Administration policy. They are noted by Council for Council Policy. 5
7. Roles and Responsibilities 7.1 Council assumes and performs a variety of roles in its duties and delivery of services and projects. 7.2 Role definition assists in framing decision making and in identifying and resolving current or potential policy conflicts associated with the Council s and/or Administration s performance of multiple roles. 7.3 The table hereafter outlines the range of Council s roles. Table 1 Role Leader Range of Council Roles Description Development of strategies, policies, programs and services which respond to relevant trends and influences. Example: Strategic Plan, Carbon Neutral Council Action Plan 2008-2012 Owner/custodian Regulator Information provider Advocate Facilitator/initiator Agent Part-funder / Partner Direct provider Manage assets that are under the care and control of Council. Example: Management of roads and buildings or Park Land and the environment Undertaking of responsibilities pursuant to relevant legislation. Examples: Development Assessment, Food and Health Premises Compliance Provision of information to the general community and identified stakeholders. Example: Tourism and general community service information available through Council s Customer Centre and web-site Advocate to relevant bodies (eg various tiers of government, private sector etc) in relation to issues/opportunities which impact on the future of the City. Example: Advocating to the State Government for improved public transport services Bring together and/or engage with individuals, community groups, industry, government agencies and other stakeholders to address issues impacting (or potentially impacting on) the City. Example: Council hosting a Residential Growth Forum with stakeholders Managing the provision of services to the community on behalf a third party (e.g. State or Australian Government) where there is demonstrated need and significant benefit to the community. Example: Home and Community Care (HACC) Federally funded, delivered by Council), Natural Resource Management Levy (State Government) Service or project in which Council works with another organisation to fund and/or deliver an outcome. Example: North Terrace Upgrade Delivery of a service, project or program in full, with no resource of funding support from external parties. Example: Heritage Incentive Scheme 8. Policy Restrictions / Limitations 8.1 Council and Administration policy do not take precedence over statutory responsibilities assumed by Council and the Administration in its role as a Local Government authority and a Capital City Council. 6
8.2 At times there will be matters not able to be dealt with by an existing Council policy. These matters will be referred to Council for a decision. 8.3 Matters not able to be dealt with by an existing Administration policy will be referred to the CEO for a decision or delegated by the CEO to a General Manager for a decision. 9. Key Performance Indicators 9.1 Performance measures for the Policy Framework are the extent to which: Council policy aligns to Creating our Future, the City of Adelaide Strategic Plan 2008-2012 Administration policy aligns to Delivering our Future, The Corporation s Plan 2009-2012 policy responds to legislative requirements (section 59 of the Local Government Act (1999) and in Section 22 of the City of Adelaide Act (1998) decision making across Council aligns with policy the Policy Framework and Operating Guideline is adhered to in the development, implementation and review of Council and Administration policy the role of Council in any given situation is clear. 10. Monitoring and Implementation 10.1 The Sustainability Business Unit will monitor the implementation of Council policy. 10.2 The Corporate Planning and Performance Business Unit will monitor the implementation of Administration policy. 11. Review 11.1 The Policy Framework will be reviewed every three years, or at the request of Council or Administration or in response to triggers, legislative and statutory requirements. 12. Revision History 12.1 The revision history ensures accurate reflection of amendments to the Policy Framework and must be included on all documents. Revision # Approval Date Council or Committee Decision # TRIM Reference Related Operating Guidelines 7
Policy Framework ATTACHMENT A Critical Question Policy Framework Why? What is the outcome being sought? Why should Council be involved? Creating our Future, City of Adelaide Strategic Plan 2008-12 Outcome (e.g. Outcome 4: Culturally Vibrant City) Statutory Policy Policy required for statutory or legislative reasons (i.e. policy which is legally required but not directly enacting Creating our Future) (e.g. Purchasing Policy) What? What principles form the boundaries of our work? What role should Council play? What are we doing to achieve the desired outcome? What are our outputs and measures? Strategy (e.g. 2008-2013 Five Year Public Art Plan) and Policy (e.g. Public Art Policy) How? How do we specifically achieve our outcomes? How do we resource our actions? Action Plan (e.g. Annual Public Art Plan) Operating Guideline (e.g. Public Art Commissioning and De-accessioning Operating Guideline When? When do we apply resources to our actions? Annual Business Plan and Budget (This is not part of the Policy Framework but indicates the intended relationship between the ABP&B and Policy Framework) 8