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 2035 Community Strategic Plan

The Snowy Monaro 2035 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 CSP has been reviewed and was adopted by Council in May 2025 with a renewed timeframe of 2035, to be reviewed by each incoming Council.
 

 

The current Community Strategic Plan was adopted by Council 1 May 2025:

 

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 2025-2029, 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 2025-2026 Operational Plan . This should be read in conjunction with the Snowy Monaro 2035 Community Strategic Plan, and the 2025-2029 Delivery Program.

The 2025-2026 Operational Plan incorporates Council’s 2025-2026 Capital Works Program, Annual Budget, Statement of Revenue Policy and Schedule of Fees and Charges.

The 2025-2026 Operational Plan, 2025-2026 Statement of Revenue Policy and 2025-2026 Schedule of Fees and Charges, were adopted by Council on 19 June 2025.

The Delivery Program is revised every year, the 2025-2029 Delivery Program, was adopted by Council on 19 June 2025.

 

Resourcing Strategies

Snowy Monaro Regional Council's Resourcing Strategy 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 Strategy, Asset Management Strategy, Asset Management Plans and The Long Term Financial Plan.

 - The Workforce Management Strategy is focused on retaining staff, developing leaders, skilling managers and positioning Council as an employer of choice.

- The Asset Management Strategy 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 Long-Term Financial Plan 2025-2035focuses 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
2024/25 Annual Report(PDF, 57MB)

 

2024/25 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

2024/25

 

2023/24

 

2022/23

 

Community Strategic Plan

Snowy Monaro 2042 Community Strategic Plan(PDF, 19MB)

Asset Management Plans

2021/22

 

2020/21

2019/20

 

Community Strategic Plan

Snowy Monaro 2042 Community Strategic Plan - Adopted 2023(PDF, 19MB)

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 2025 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.

 

Overall satisfaction score

Average satisfaction has improved modestly in 2025 to 2.35 out of 5 compared to 2024’s average of 2.33.

Demerger business case

Residents and ratepayers were this year asked whether they supported the development of a business case to investigate a Council demerger to return to the three separate councils in place prior to the 2016 amalgamation. 59% of respondents supported the development of a demerge business case.

A report concerning the demerger business case will be tabled at the February Ordinary Council Meeting on Thursday 19 February 2026.

Important services and facilities

The survey asks community members to rate the importance of each Council service area and provide a satisfaction score out of five for Council services and facilities.

Services scoring high satisfaction and importance ratings included Council’s sporting facilities, water supplies, waste and recycling services, bridges and related infrastructure, and online services.

Services rated as highly important, but with low satisfaction scores, included community services, pools, environmental monitoring and protection, footpaths and cycleways, councillor leadership, balancing development and community values, and development applications.

Average satisfaction with sealed roads rose from 2.43 in 2024 to a score of 2.60 in 2025.

Customer service

The average customer service satisfaction score has risen to its highest-ever level in 2025, reaching 3.03 out of 5 for the first time in the history of the survey. The number of responses rating enquiry handling as ‘very poor’ has also dropped to its lowest level, down to 29% of respondents, in 2025.

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

2025 Results
 
2024 Results
2023 Results 

 

 

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