Integrated Planning and Reporting

A planning and reporting framework was introduced in 2009 across all NSW local government areas, to improve local Council's long term community planning and asset management as well as streamline the reporting process to the community.

The IP&R framework aims to improve the sustainability of local communities by encouraging councils, residents and state agencies to work together to achieve the objectives set out within these long term plans.

Integration of the Community Strategic Plan, Delivery Program and Operational Plan, along with Council's Resourcing Strategies (Long Term Financial Plan, Workforce Plan & Asset Management Plan) is key to meaningful planning. Sound planning helps us provide ratepayers with the best level of service we can.

Our Council faces a number of challenges over the next 20 years as the implementation of the community strategic plan gathers pace. By strengthening collaboration between community, business and government, we can overcome these challenges as we work together to achieve the Vision and Key Directions.

These are our plans - developed by the people of the Snowy Monaro Regional Council - for the people of the Snowy Monaro Region. We are fortunate to call this place home. How we care for it and plan for its future, is our most important undertaking.

 

Snowy Monaro 2042 Community Strategic Plan

The Snowy Monaro 2042 provides an important strategic roadmap for our community during this exciting and challenging period of transition for the region.  This Plan will help guide and direct our community’s priorities and decision making, 
working across all levels as well as service planning and delivery choices, to deliver the best outcomes for our communities.

The following documents were adopted by Council on 16 June 2022:


Delivery Program and Operational Plan

These documents set out the priorities, direction and expected levels of service that our community expressed during the development of our Community Strategic Plans. The Delivery Program 2022-26 presents a single point of reference outlining Council's actions for the next three years. 

Before the beginning of each consecutive year of a Delivery Program, Council is required to develop an annual Operational Plan.   

Council will now deliver our 2024-2025 Operational Plan . This should be read in conjunction with the Snowy Monaro 2042 Community Strategic Plan, and the 2022-26 Delivery Program, revised 2024.

The 2024-2025 Operational Plan incorporates Council’s 2024-2025 Capital Works ProgramAnnual Budget, Statement of Revenue Policy and Schedule of Fees and Charges.

The 2024-2025 Operational Plan, 2024-2025 Statement of Revenue Policy and 2024-2025 Schedule of Fees and Charges, were adopted by Council on 27 June 2024.

The Delivery Program is revised every year, the 2022-2026 Delivery Program, revised 2023, was adopted by Council on 27 June 2024.


Resourcing Strategies

Snowy Monaro Regional Council's Resourcing Strategy(PDF, 17MB) has been prepared in accordance with the requirements of the State Government's Integrated Planning Framework and gives consideration to the capacity for Council to deliver on its responsibilities within our Community Strategic Plan.

Both the Community Strategic Plan and the Resourcing Strategy inform and are informed by the four year Delivery Program, which has also been developed to meet the requirements of the Integrated Planning Framework.

The Resourcing Strategy incorporates the Workforce Management Plan, Asset Management Strategy and The Long Term Financial Plan.

The Workforce Management Plan(PDF, 2MB)  is focused on retaining staff, developing leaders, skilling managers and positioning Council as an employer of Choice.

The Asset Management Strategy(PDF, 2MB) is a reflection of Council's intention that our community's infrastructure network is maintained in partnership with other levels of government and stakeholders to meet the need of the local residents. 


 The (PDF, 2MB)Long Term-Financial Plan 2022-2032, 2023 revised(PDF, 5MB), focuses on Council's long term goal of financial sustainability and delivering quality services to the community.


Annual and Financial Council Reports

In 2009, the NSW Government introduced a new framework guiding local government in a new approach to planning for and reporting on their activities. This new framework is known as Integrated Planning & Reporting (IPR) and all councils were required to adopt the new framework by 30 June 2012. The IPR framework is a holistic approach to identify and link the aspirations of the community with long term planning to ensure the sustainability or our actions, both for current and future generations.

Annual Reports

(PDF, 84MB)Annual Report 2024 including State of Region Report 2021-2024(PDF, 87MB)

 

   2023/24 Snowy Monaro Financial Statements

 

Financial Sustainability Report 2022

The independent Financial Sustainability independent review was undertaken by AEC  in 2022 – maps a pathway for Council to reach financial sustainability, through a series of recommendations.

Our Previous Integrated Planning and Reporting Documents

2023/24

2022/23

 

Asset Management Plans

2021/22

 

2020/21

2019/20

Asset Management Plans

 

2018/19

Annual Reports 2018/19

(PDF, 93MB)  General Purpose Financial Statement Special Purpose Financial Statement Special Schedules(PDF, 5MB)

2017/18

  General Purpose Financial Statement Special Purpose Financial Statement Special Schedules(PDF, 5MB)

2016/17

2015/16

Former Bombala Financial Statements - 2015/16

Former Cooma Monaro Financial Statements - 2015/16 

Former Snowy River Financial Statements - 2015/16

Snowy River Hostel

 

Community Satisfaction Survey

Community satisfaction survey 2024 results

We commission the Taverner Research Group to undertake a community satisfaction survey every year to better understand how we are perceived by our community, understand key issues, community needs and priorities regarding the services and facilities provided by Council.

The 2024 survey looked at:
  • Satisfaction with our overall performance
  • Importance of and satisfaction with 24 services and facilities
  • Aspects of leadership
  • Satisfaction with customer service and contact with Council.
  • Sought feedback on our community’s understanding of council’s current state of finances
  • Asked our community if they are supportive of Council moving to “back-to-basics” by cutting discretionary community used facilities and services by cutting 5% of expenditure.
  • Measure change in performance with previous years, and benchmark against other regional NSW councils

How is the survey conducted?

The survey was conducted mainly using a random fixed-line (37%) and mobile (63%) telephone poll of 400 SMRC LGA residents aged 18+. Respondents were selected at random from a verified random sample residential telephone database of residential and mobile telephone numbers within the LGA. A survey form was constructed collaboratively between Council management and Taverner representatives based on satisfying the above objectives.

Fieldwork was conducted between October 21 and October 31, 2024, inclusive. A team of researchers called residents on weekday evenings (excluding Friday) from 3.30 to 8 pm and weekends 10 am-4 pm. Where phones went unanswered, were engaged, or diverted to answering machines, researchers phoned on up to five occasions at different times of the afternoon or evening.

The poll was conducted on a purely random basis, though ensuring an adequate mix of respondents by age and gender and across different sub-regions. Respondents were screened to ensure they were aged 18 or over and were not councillors or permanent Council employees.

Interview time was on average 17 minutes and 28 seconds in duration.

The 2024 survey is the fourth year Council has used this extensive research program.

What are some of the key results?

Overall Satisfaction

Community satisfaction decreased this annual reporting period, with the overall satisfaction score mean (2.33) falling below the 2023 result (2.39). This is higher than the lowest regional NSW result in the Taverner database (2.16), however, remains significantly lower than the regional NSW Council average (3.17)

Council Facilities and Services

Libraries and Cleanliness of Streets were rated positively (rated 4 or 5, out of 5) by 50% or more respondents in 2024 and were the highest-ranking facilities and services. Development related services - Finding the right balance between development and community values and Development Applications (DAs), and the condition of roads were among the lowest ranking facilities and services.

Community care was identified as an emerging area of high importance among residents, with this metric being perceived as a critical area for Council to direct funding in future years. It was also one of the top five metrics for having the strongest relationship with overall satisfaction scores. Other areas of high importance included sealed roads, waste and recycling, councillor leadership, and balance development and community values.

Strengths to maintain for SMRC (metrics that had high levels of perceived importance and high satisfaction) included, but were not limited to sewerage collection and treatment, water supply, parks, reserves and playgrounds, and cleanliness of streets.

Areas that were priorities for Council (metrics that had high levels of perceived performance and low satisfaction) included Councillor leadership, balance between development and community values, weed control, and both sealed and unsealed roads.

Council Customer Services

The mean score for satisfaction with Council customer service increased from 2.73 in 2023 to 2.85 in 2024. Additionally, the proportion of respondents rating Council’s handling of their enquiry as ‘very poor’ also decreased from 37% in 2023 to 31% in 2024.

Of the 52% of residents surveyed in 2024 who had contacted Council in the past 12 months, the most common reasons for contacting Council were regarding development applications, road and footpath improvements, and garbage/waste management. Around three-quarters of these residents needed more than one contact to have their issue resolved.

Council Finances

Just 4% of respondents felt Council finances were stable, while 73% believed they were unhealthy or very unhealthy (with the balance unsure).

One-fifth of residents surveyed were supportive of a “back to basics” program (described as “cutting approximately 5% in discretionary community used services and facilities expenditure each year over the next 4-5 years”), while 45% were opposed. A further 9% were neither supportive nor opposed, with 26% saying they were unsure.

What we're doing on key issues

We use the annual survey results to improve our services, strategies and plans. Some initiatives include:

  • Our Delivery Program Development for 2025-2029
  • Asset Management Planning 2025-2035
  • Developing our Settlements Strategy

Download the report
Want to see how 2024 compares to 2023?

View the 2023 survey results at the link below: