Designed to support councils to develop, refresh and review strategic plans that are clear, compliant, community-informed and practical to implement.

This can include:

• community vision development or refresh

• strategic plan development or targeted review

• review of existing outcomes, priorities and strategic language

• strategic resource and planning alignment

• councillor and executive planning workshops

• plain English strategic narratives and plan structure

Focused on strengthening the connection between strategic direction, organisational priorities and day-to-day decision-making.

This can include:

• clarifying outcomes, priorities and success measures

• strengthening line of sight from vision to delivery

• simplifying overlapping or unclear objectives

• reviewing how plans, priorities and reporting fit together

• Aligning plans, priorities and reporting logic

• Framing strategic direction for councillors, executives and staff

• Improving clarity and consistency across the broader planning framework

Turning strategic direction into realistic, staged delivery aligned to council capacity, timeframes and responsibilities.

This can include:

• implementation plan development

• sequencing and prioritisation of initiatives

• delivery staging across council terms or planning periods

• identifying roles, responsibilities and accountabilities

• translating strategic priorities into practical delivery pathways

• developing implementation roadmaps, supporting templates and working structures

Connecting strategic direction to annual actions, budget processes and operational delivery.

This can include:

• annual plan development or refresh

• alignment between strategic priorities, annual actions and budget

• structuring actions, milestones and deliverables

• officer-ready templates and planning formats

• strengthening links between annual planning and longer-term priorities

• improving consistency in how annual commitments are framed and tracked

Strengthening reporting structures, measures and evidence so councils can report clearly, credibly and with greater confidence.

This can include:

• performance reporting frameworks

• development of practical and usable measures

• quarterly, executive and council reporting structures

• annual report structure and evidence mapping

• review of how performance information is currently collected and used

• strengthening links between planning, implementation, measures and reporting

Embedding planning and reporting into systems, processes and business-as-usual practice so the work is easier to sustain over time.

This can include:

• Integrated planning and reporting frameworks

• Alignment with corporate and operational planning

• Planning and reporting calendars

• Templates, tools and working structures

• Clearer links between strategic, corporate and operational layers

• Greater consistency in planning and reporting practice

Supporting practical and proportionate engagement that informs strategy and strengthens confidence in council planning and decision-making.

This can include:

• engagement design aligned to purpose, scale and capacity

• stakeholder and community input processes

• integration of engagement outcomes into strategic plans and priorities

• community-facing narratives and reporting summaries

• support for clear and credible consultation processes

• translating feedback into practical planning inputs