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Integrated Planning and Reporting

Integrated Planning and Reporting is an initiative whereby Central Tablelands Water, along others in the State, has embraced a new way of budgeting and planning involving a series of plans that tie in together to guide the provision of future services, facilities and strategic tasks.

Specific aims of the Integrated Planning and Reporting framework are to:

     •  Improve integration of various statutory planning and reporting processes undertaken by


     •  Strengthen councils' strategic focus.

     •  Streamline reporting processes.

     •  Ensure that the Local Government Act 1993 and the Integrated Planning and Reporting

Guidelines support a strategic and integrated approach to planning and reporting by local councils.

This framework encourages Councils to draw their various plans together, to understand how they interact and to get the maximum leverage from their efforts by planning holistically for the future.

It recognises that most communities share similar aspirations:

     •  A safe, healthy and pleasant place to live

     •  A sustainable environment

     •  Opportunities for social interaction

     •  Opportunities for employment

     •  Reliable infrastructure.

The new framework has opened the way for Councils and their communities to have important discussions about funding priorities, service levels and preserving local identity and to plan in partnership for a more sustainable future.

The Council's Integrated Planning and Reporting documents can be viewed by clicking on the downloads below:

Community Strategic Plan

Central Tablelands Water’s Community Strategic Plan (CSP) is prepared under the Division of Local Government’s Integrated Planning & Reporting Guidelines

Community Strategic Plan (PDF) 5,277kb

Delivery Programme 2015 to 2019

This draft delivery programme deals with the actions and tasks where Council has a role to play and identifies what we plan to do over the next 4 years to help achieve the community’s visions. The plan shows the varied actions Council undertakes and how

we will measure progress. It also identifies the responsibility for completing the work.

Delivery Programme 2015 to 2019 (PDF) 1179kb

Operational Plan 2017/2018 Parts 1 & 2

On behalf of the members of the communities of our constituent Councils of Weddin, Blayney and Cabonne, Central Tablelands Water is pleased to present the Operational Plan as part of our Integrated Planning and Reporting framework.

CTW2025 has been developed from the Community Strategic Plans of our constituent Councils. Using the outputs of the engagement, participation and contribution of hundreds of people representative of all interests and areas of the three Shires, we have shaped CTW2025, our blueprint for the future.

There are a number of key plans linked together to achieve the community aspirations outlined in the CTW2025 Plan. They are:

The Community Strategic Plan, Council 4 year Delivery Program, Council 1 year Operational Plan, Councils Asset, Finance and Workforce Plans

This operational plan deals with the actions and tasks where Council has a role to play and identifies what we plan to do over the next year to help achieve the community’s visions. The plan shows the varied actions Council undertakes and how we will measure progress. It also identifies the responsibility for completing the work.

There are two parts to the Operational Plan:

Operational Plan 2017/2018 Part 1 – Activities (PDF) 1,230 kb

Operational Plan 2017/2018 Part 2 – Annual Budget including Fees & Charges (PDF) 496kb

Workforce Management Plan

This 2012 - 2016 Workforce Plan for Central Tablelands Water has been developed in accordance with the NSW State Government’s Integrated Planning and Reporting Framework requirements.

Central Tablelands Water is faced with a number of challenges for its workforce now and in the future for a number of reasons including -

An multigenerational workforce, significant local labour market competition due to strong regional mining influences, impending retirements, attraction and retention capacity and market competitiveness, developing and maintaining a skilled, trained and flexible workforce, external financial, technological and legislative reforms.

Council regards its employees’ as its greatest assets who deliver services and facilities to the community in an efficient and effective manner.

This Workforce Plan responds proactively to the current and future challenges and will be reviewed regularly to ensure currency with changing circumstances and trends as they emerge.

Workforce Management Strategy 2012 to 2016 (PDF) 577kb

Asset Management Plan

This Asset Management Plan provides a means for CTW, as the responsible authority for the water supply infrastructure in three local government areas, to manage the water supply assets in an efficient and timely manner.

In this plan levels of service will be set, below which it will be unacceptable for the condition of the specified assets to fall. Intervention will be expected to occur before these minimum levels of service are breached. A community consultation process will become part of future Asset Management plans and it will be during this process that adjustments to these levels of service can be negotiated.

Asset Management Plan (PDF) 8,543kb

Long Term Financial Plan 2017 to 2027

The Long Term Financial Plan (LTFP) is a requirement under the Integrated Planning and Reporting framework for NSW Local Government. Council’s long term financial plan provides a framework to assess its revenue building capacity to meet the activities and level of services outlined in its Community Strategic Plan.

Central Tablelands Water’s LTFP seeks to:

     •  establish greater transparency and accountability of Council to the community;

     •  provide an opportunity for early identification of financial issues and any likely impacts

         in the longer term;

     •  provide a mechanism to:

         o solve financial problems as a whole

         o see how various plans fit together 

         o understand the impact of some decisions on other plans or strategies;

     •  provide a means of measuring Council’s success in implementing strategies; and,

     •  confirm that Council can remain financially sustainable in the longer term.

Long Term Financial Plan 2017 to 2027 (PDF) 887kb