Resourcing Strategy 2026/2027

Acknowledgement

We acknowledge the Bundjalung, Gumbaynggirr and Yaegl people as the Traditional Owners of the land on which we live and work. We honour the First Nations peoples culture and connection to the land, sea and community. We pay our respect to their Elders past, present and emerging.

Introduction

The Long-Term Financial Plan and Sustainability Strategy (LTFP&SS) is a 10year rolling plan that informs decision-making.

It demonstrates how the objectives of the Community Strategic Plan (CSP) and commitments of the Delivery Plan (DP) and Operational Plan (OP) will be resourced and funded, including providing possible scenarios to ensure sustainable long term financial performance. The process is guided by the following council’s financial policies.

• Financial Management Policy

• Financial Sustainability Policy

• Reserves Policy

• Borrowing Policy

And prepared in accordance with the provisions of the Local Government Amendment (Planning and Reporting) Act 2009 and the associated Guidelines and Manual

Purpose

To forecast a path that will ensure robust financial performance and long-term success by defining guiding principles to be considered when evaluating the financial impacts of decisions. Articulate and formalise the financial management and governance practices to be employed by Council over the next 10 years.

6 | Resourcing Strategy 2026/2027

This document is not intended to be prescriptive or rigid, nor should it constrain our capacity to make the best decisions for our community both now and into the future. Rather, it is designed to provide a mechanism to ensure that financial implications are considered appropriately, it should forecast scenarios that guide continuous improvement and outline a practical guidance across the organisation’s key financial sustainability objectives. These guiding principles should enable Council to maintain sufficient financial resources to deliver activities in the short, medium and long term, including addressing future service demands. The individual line-item amounts should not be the focus or by that matter balance to the current years internal budget, what is important is the trends, especially the forecast net operating result before capital grants & contributions. i.e. is the bottom line improving or worsening. Is the result a deficit or surplus and is it sustainable?

Content and structure

The document includes possible modelling to reflect:

• implications of asset management and workforce planning

• assumptions for indexing, Service levels impact, Interest rates, Rate Peg and possible future special rate variations

• scenario’s comparing if council continues its existing path or it adopts different strategies that will put it on a different path

• sensitivity analysis, highlighting factors and assumptions most likely to have an impact

• methods of monitoring financial performance

• major capital and additional operational expenditure implications

• Strategies to achieve financial sustainability

Council’s financial structure is divided into three separate funds: General, Water and Sewerage. These funds are subject to legislative restrictions which do not permit monetary transfers between funds. They should be considered as three separate businesses for financial planning purposes, but they are combined to present a single consolidated result for external reporting purposes.

The Long-Term Financial Plan is presented for both consolidated and individual fund/s using the Annual Financial Statements format of: Income statement – presents the operating result and change in net assets from operations for the year. Balance sheet – discloses the assets, liabilities and equity of Council. Cash flow statement – shows the cash flows associated with Council’s operating, financing and investing activities. Performance ratios and charts – shows how council is forecast to perform against suggested benchmarks.

Financial Sustainability

TCorp has defined financial sustainability in the following terms:

‘A local government will be financially sustainable over the long term when it is able to generate sufficient funds to provide the levels of service and infrastructure agreed with its community.’

There is a need to achieve at least a break-even in each of Council’s Funds (General, Water & Sewer) operating position on an ongoing basis. The Council has several key financial objectives to achieve financial sustainability, which need to be considered during the preparation of the LTFP. These are balanced budgets, and sustainable operational and financial efficiencies.

Balanced Budgets

The Council has historically strived to deliver annual ‘Cash-Based balanced budget’ (expenditure matching revenues/reserve funding). But at the same time this has meant that on an accrual basis as reported in the Financial Statements that council historically has been projecting significant net operating losses before capital grants and contributions. This means council is heavily reliant on

external funding to renew and expand its asset base. This is a risk that needs to be mitigated. Strategies will now be developed with the intention to transition Councils toward a net operating position that ensures assets renewals can be funded from its own revenue sources when other funding is not available.

The forecast operating positions in the current LTFP term does not necessarily need to be a surplus or even breakeven, but at a minimum a level that mitigates the current risk and a deficit that is less than the minimum projected external funding sources.

From a cash perspective, each individual fund needs to be achieving a surplus which includes via a transfer to reserve, a percentage of depreciation expense to build the required reserves to be able to fund or part fund future asset renewals when other sources of funding are not available. In line with the Reserves Policy council needs to work toward a minimum balance in an Asset Renewal Reserve that is a percentage of the total infrastructure asset gross replacement value (2024/25 Financial Statements reported General Fund $2.4B, Water Fund $732M, Sewer Fund $338M). To further put this in perspective the 2024-25 Report on Infrastructure indicated that the General Fund infrastructure assets rated as condition 5 alone have a replacement value of $16M.

Sustainable Operational and Financial Efficiencies

To be sustainable into the future Council needs to commit to identifying and implementing initiatives which reduce expenditure and/or increase income improving Council’s bottom line and/or its capacity to deliver on the objectives of the Community Strategic Plan.

The Long-Term Financial Plan needs to ensure that any proposed strategies align with the principles agreed upon in Councils Financial Sustainability Policy specifically:

1. Spend money responsibly and sustainably, and align general revenue and expenses over the short, medium and long-term.

2. Invest in responsible and sustainable infrastructure for the benefit of the local community which embodies the ratepayer’s willingness and capacity to pay.

3. Effectively manage their finances and assets and have sound policies and processes for performance management and reporting, asset maintenance and enhancement, funding decisions, and risk management practices

8 | Resourcing Strategy 2026/2027

4. Decisions seek to achieve intergenerational equity i.e. the current generation funds the cost of its services. Any new projects and initiatives decisions are not agreed upon without whole of life expenditure and income streams provided and the impact on current and future ratepayers considered. This may also include the consideration of new borrowings where council has capacity to service and maintain a Debt Service Ratio within the Financial Management Policy benchmark.

Estimates, Assumptions and Forecasts

All Long-Term Financial Plans (LTFP) must be based on a set of assumptions, which generally relate to factors that are most likely to affect the overall outcome. The following assumptions have been considered, discussed, and ultimately used as a basis to forecast the Council’s long-term financial position over the next 10 Years.

Planned Assumptions

Assumptions and factors affecting the budget result have been incorporated into the 2026/2027 budget and 10-Year Plan as follows:

Key Assumptions for the 2026/2027 Budget and LTFP

Scenario 1 – Base Case – Business as Usual

General rate revenue will be increased by 4.3% as per the determined Rate Peg and then 3.5% from 2027/2028 onwards. 2020/2021 saw the completion of the previously approved Infrastructure Renewal Value (IRV) Special Rate Variation (SRV) increase, which means that the standard rate peg now applies. Council will continue to restrict the estimated yield from the now built-in SRV component and subsequently use to improve infrastructure as per the SRV requirements. The estimated yield in 2026/2027 is $6.1m. Council also levies a separate stormwater charge of $25 per property.

Revenue streams and future service requirements will be adjusted for population growth forecasts where a direct relationship can be determined. Population forecasts will be based on the forecasts specifically determined for the Clarence Valley Council (currently + 0.81% p.a.). Historically the impact of population growth on income has been only marginal.

Recurrent operating expenditure for 2026/2027 will be based on the actual 2024/2025 Financial Statement results and then generally indexed by 3% in line with the average RBA forecast. This position will then be further adjusted for contractual obligations or for any predetermined expected spend, as informed through discussion with management.

Recurrent operating revenue for 2026/2027 onwards will initially be increased in line with service deliverables. A possible strategy that could be applied to improve the operating position would be to increase general operating other revenue and user charges say by an additional 1% above the projected operating expenditure indexation.

Interest and investment income is forecast at a conservative average rate of 3.3% for 2026/2027, based on the running yield of Council's investment portfolio (value average $125 million per month) It is then predicted to continue to drop to 3% in 2027/2028 and then settle around 2.5% from there onwards.

Water Charges will be indexed by 10% pa for a further 3 years i.e. 2027/28 to 2028/29 which has been impacted by the recent changes to EPA requirements. It is then anticipated that it can be reduced as follows.

• 4% from 2029/2030 to 2033/2034

• 3.5% from 2035/2036 to 2036/2037

• 3% from 2037/2038 to 2044/2045

• 2% 2045/2046 onwards

Sewer Charges will be indexed by 10% pa for 2026/2027 and then progressively reduced to 3.5% 2027/2029, 3% 30-31 & then 2% from 2031/2032 onwards.

Domestic Waste Management Charges will be calculated based upon the reasonable cost requirements (The specific Domestic Waste Charge income funds the operating and maintenance costs associated with providing the service).

Operating Grants - Council has assumed it will continue to receive operating grants in relation to ongoing operations (where evidenced by management) and that these will generally increase annually in line with estimated indexation of 3%. Operating grants received for specific project related purposes have been included in the year Council anticipates they will be received.

Capital Grants - the capital grants applied in the model will be based on the amounts projected in the LTFP which are based on 5 years historical averages.

The Financial Assistance Grant value is estimated at $15.35 M, which is an increase of approximately 2.5%. This assumes the current prepayment arrangements will stand, however reduced to 25% it is noted that the actual value and payment will be determined by the Federal Government in late May 2026. Council is now assuming that over the next two years the "in advance" tap will be phrased out. The advance payment impacts on the Financial Statements as this income must be reflected when it is received, where as the budget reflects the allocation for the actual year that it relates.

Tax equivalent dividends will be based upon the maximum allowable rate of $3 per assessment (which equates to approximately $75K from the Water Fund and $85K from the Sewer Fund). These figures will be adjusted by each estimated charge increases, and population increases.

All positions on the adopted organisation structure to be funded unless otherwise indicated.

Wage increases are forecast as per the 2023 to 2026 NSW Local Government State Award.

Forecasted at 3% for 2026/2027 then 2.5% each year from 2027/2028 it is predicted that wages will continue to increase by 2% since the wage increase is generally less than the actual CPI which is predicted to be 2-3% from 2026/2027 onwards. In addition, from 2024/2025 the award included a $1,000 bonus each year per employee. This is estimated to total $500K per year.

10 | Resourcing Strategy 2026/2027

Leave entitlement accruals estimates assume that all positions in the organisation structure will be filled.

Workers Compensation premiums will be based upon 4.15% of the estimated wages from 2026/2027 onwards which allows for the adjustment to the basic tariff for claims history. The historical Basic Tariff Premiums as a % on wages is as follows:

• 2022/2023 = 2.37%

• 2023/2024 = 2.37%

• 2024/2025 = 3.14%

• 2025/2026 = 3.18%

Over the last three years claims performance history percentage continues to increase, (calculated as the Claims Amount divided by the Basic Tariff) this has more than doubled from a percentage of 6.53% in 2022/2023 to a current YTD 14.52% in 2025/2026. This will have an impact of higher premiums over the next three years especially if this trend continues and even to a greater extent if the trend worsens.

Council historically receives a Work, Health & Safety rebate this is now called the Safety & Wellbeing Incentive. For 26-27 this is estimated to be $130,000

.Superannuation – Employees are generally in one of two schemes, which are:

• The Defined Benefits Scheme: calculated as per employee contribution.

• The Super Guarantee Scheme (SG): The Council is legislatively required to contribute 12% of the employee's gross wages for 2026/2027. The SG rate will then remain fixed at this rate into the foreseeable future

Electricity expenditure varies by Fund and historically have been on an upward trend; therefore, these charges have been indexed at 5% for 2026/2027 onwards

Street lighting charges have historically been up and down based upon the forecast will be based upon the actuals for 2025/2026 index by 3% each year.

Council’s insurers have indicated that the hard insurance market cycle has ended but still recommend council be conservative by forecasting a 5% increase each year in premiums. Final premiums will not be known until next year which will also be impacted by any increase in the asset infrastructure and valuations. This applies to the Property, Public Liability, Councilors & Officers Liabilities, Cyber Liability, Personal Accident & Corporate Travel, Environmental Liability, Motor Fleet and General Insurance policies.

State Emergency Levies and Rural Fire Contributions will be indexed 3% from the 2025/2026 costs.

Surf Life Saving contributions to Minnie and Yamba have been index by CPI of 3%

Surf Life Saving Contracts have increased by 2.6% for 2026/2027 and then by 2.5% from 2027/2028 onwards.

New Loans: Will be required for Water Cycle Infrastructure and have been based upon an estimated interest rate of 6% over 20 years. The amount required will depend on the success of current grant submissions and final construction costs. At this stage the LTFP has assume Council will not receive any Grants relating to these submissions. The projected new loan borrowings included are for Sewer Fund $26M in 2026/2027 and for Water Fund $20m in 2026/2027 and $30M in 2027/2028.

Bank Charges payment surcharge may cease to be recouped due to changes in the legislation this will have the impact of approximately $65K.

Council may need to consider creating a reserve for potential native land compensation claims associated with future capital works.

Activity Costing Distribution method to remain the same as previous year.

Proposed Key Assumptions for the 2025-2026 LTFP Scenario 2 – Multiple strategies to project a decline net operating position before capital grants and contributions. All assumptions listed in Scenario 1 will be applied to a second scenario for the LTFP, except for specific changes to be identified.

Capital Expenditure and Service Level Variations for 2026/2027 to 2035/2036

The rolling Capital Works Program for 2026/2027 to 2029/2030 has been developed by the Asset Managers and staff based upon professional judgement. Council’s In-house rolling Infrastructure Assets condition inspection and unit rating process will be funded through the operational budget.

This process will validate, provide confidence and the input data required by the strategic asset management system to facilitate the asset renewal schedules. The overall objective being to move from a rolling Capital Works Program based upon professional judgement to a position where information and decisions are based upon asset data

12 | Resourcing Strategy 2026/2027

Sensitivity/Risk Analysis

By their very nature, all LTFPs have risks associated with assumptions and impacts on estimated expenditure and income streams. Some items identified that could potentially impact this plan are:

1. AMP updates and Asset Revaluations can change useful life assumptions, depreciation expenses and whole-of-life costs

2. Council’s agreed service level changes

3. interest rate changes

4. flood events

5. legislative changes

6. pandemics

7. grant funding changes

8. employment costs, changes to rates of pay through the Local Government State Award negotiations

9. indexing applied to recurrent grant income being lower than anticipated

10. population growth

11. global economics

12. joint works.

In predicting certain income streams such as grants and contributions, asset revaluation adjustments and depreciation is very problematic and as such, the estimates for these pose a much higher risk.

In this LTFP, the estimates for grants and contributions have been based on historical averages, excluding anomalies such as major floods or significant programs associated with economic stimuli, including Inflation, recession and pandemics.

It is important to point out that operating grants reported in the Income Statement (in accordance with the Financial Statement accounting legislation) includes the Federal Government’s ‘Roads to Recovery’ funding, even though Council may use this funding for capital purposes. Council is also required through the application of the Financial Accounting standards to recognise revenue when received as opposed to when they are expended.

As the landscape changes each year and the Council’s asset management and other data improves, so too will the LTFP’s projections and outputs to assist strategic decision-making.

The General Fund LTFP includes two scenarios to examine the impacts of continuing to operate Business As Usual (BAU), effectively just applying the standard indexation and historical averages. Whereas Scenario 2 shows the impact of applying a mix of strategies that could impact council to transition to a more sustainable position by projecting a declining net operating loss before capital grants and contributions.

The above table shows the impact of a 1% change in the indexes applied to income and expenditure streams. The Council is currently commencing a systematic review of all its services and updating its Financial Management Strategy. This along with the communities accepted service levels, capacity, and willingness to pay may have a major impact on the current distribution of the budget, infrastructure asset base, asset renewals and asset additions that Council adopts into the future.

The following tables are the core projected Financial Statements All funds both consolidated and by each specific fund and the extracted financial benchmarks included in the Financial Management Policy.

Consolidated Income Statement

Consolidated Balance Sheet

Consolidated Cashflow Statement

Consolidated Performance Indicators

Consolidated Performance Charts

Income Statement – General Fund

Cashflow Statement – General Fund

General Fund – Key Financial Performance Charts

Cashflow Statement – Water Fund

Water Fund – Key Financial Performance Charts

Income Statement – Sewer Fund

Cashflow

Statement - Sewer Fund

Sewer Fund – Key Financial Performance Charts

Financial Management Policy

Key Financial Indicators (KFI)

KEY FINANCIAL INDICATORS

1. Operational Liquidity (short-term focus)

1.1 Unrestricted Current Ratio – Unrestricted current assets divided by unrestricted current liabilities, as per Note 13 of the Local Government Code of Accounting Practice & Financial Reporting Update 25 – benchmark >1.5:1.

Purpose – This is a measure of the Council’s ability to meet its short-term liabilities with its short-term assets.

1.2 Rates and Annual Charges Outstanding – Rates & annual charges outstanding divided by rates & annual charges collectible, as per Note 13 of the Local Government Code of Accounting Practice & Financial Reporting Update 25 – benchmark <10%.

Purpose – This measure assesses the impact of uncollected rates & annual charges on the Council’s liquidity and the adequacy of the Council’s debt recovery efforts.

INDICATORS COUNCIL’S KFI GOAL

1.3 Available Working Funds

Purpose – Similar to the Unrestricted Current Ratio, this is a measure of the Council’s ability to meet short-term financial shocks, whether they be reductions in anticipated revenues or unplanned additional expenditure (measured in $).

1.4 Cash Expense Cover Ratio – The current year's cash and cash equivalents and all term deposits divided by payments from the cash flow of operating and financing activities, multiplied by 12, as per Note 13 of the Local Government Code of Accounting Practice & Financial Reporting Update 25 – benchmark >3 months.

Purpose – This liquidity ratio indicates the number of months the Council can continue paying for its immediate expenses without additional cash inflow.

2.1 Operating Performance Ratio – The total continuing operating revenue, excluding capital grants and contributions less operating expenses, divided by the total continuing operating revenue. The total continuing operating revenue excludes fair value adjustments and reversal of revaluation decrements, net gain/(loss) on sale of assets and the net share of interests in joint ventures & associates, as per Note 13 of the Local Government Code of Accounting Practice & Financial Reporting Update 25 – benchmark >0%.

for the Future’ KFI (General Fund Only)

2. Fiscal Responsibility (Council elected-term focus)

KEY FINANCIAL INDICATORS

Purpose – This ratio measures the Council’s achievement of containing operating expenditure within operating revenue. The Council should not be recording recurring operating deficits or funding operating results from capital revenues.

2.2 Own Source Revenue Ratio – The total continuing operating revenue (excluding ALL grants & contributions), divided by the total continuing operating revenue inclusive of all grants and contributions. The total continuing operating revenue excludes fair value adjustments and reversal of revaluation decrements, net gain/(loss) on sale of assets and the net share of interests in joint ventures & associates, as. As per Note 13 of the Local Government Code of Accounting Practice & Financial Reporting Update 25 – benchmark >60%.

Purpose – This ratio measures fiscal flexibility. It is the degree of reliance on external funding sources such as operating grants & contributions. The Council’s financial flexibility improves as its own source revenue increases.

COUNCIL’S KFI GOAL ‘Fit for the Future’ KFI (General Fund Only)

KEY FINANCIAL INDICATORS

2.3 Debt Service Cover Ratio – Operating result before capital (excludes fair value adjustments and reversal of revaluation decrements, net gain/(loss) on sale of assets, interest expense, depreciation / impairment / amortisation and the net share of interests in joint ventures & associates), divided by principal repayments (from the Statement of Cash Flows) plus borrowing costs (from the Income Statement), as per Note 13 of the Local Government Code of Accounting Practice & Financial Reporting Update 25 – benchmark >2x.

Purpose – This ratio measures the availability of operating cash to service debt including interest, principal and lease payments.

COUNCIL’S KFI GOAL

for the Future’ KFI (General Fund Only)

2.4 Debt Service Ratio – Cost of debt service (interest expense & principal repayments) divided by total continuing operating revenue (excluding capital grants and contributions).

Purpose – A Council with a low or zero level of debt may incorrectly place the funding burden on current ratepayers when in fact it could be spread across generations, who also benefit from the assets. High levels of debt generally indicate a weakness in financial sustainability and/or poor balance sheet management.

General Fund <12%,

Water & Sewer Fund

<=50% (per Council’s Borrowing Policy)

>0%<=20%

KEY FINANCIAL INDICATORS

2.5 Real Operating Expenditure Per Capita – Operating expenditure indexed by the Local Government Cost Index, divided by population of the Council area. Per IPART’s ‘Fit for the Future’ (FFTF) requirement, there must be a demonstrated decrease in the ratio over time, i.e. operational savings (net of IP&R supported service improvements) over 5 years

Purpose – Changes in real operating expenditure per capita are considered to assess how effectively the Council:

• can realise natural efficiencies as population increases (through lower average costs of service delivery and representation); and

• can make necessary adjustments to maintain current efficiency if the population is declining (e.g. appropriate reductions in staffing or other costs)

Assuming that service levels remain constant, a decline in real expenditure per capita indicates efficiency improvements (i.e. the same level of output per capita is achieved with reduced expenditure).

3. Financial Sustainability (Long-term intergenerational focus)

3.1 Building & Asset Renewal Ratio – Expenditure on building and infrastructure asset renewals divided by depreciation, amortisation & impairment for building and infrastructure assets, as per Special Schedule 7 of the Local Government Code of Accounting Practice & Financial Reporting Update 25 – benchmark >100%.

Purpose – This measure assesses the rate at which building & infrastructure assets are being renewed & upgraded against the rate at which they are depreciating.

COUNCIL’S KFI GOAL

FINANCIAL INDICATORS COUNCIL’S KFI GOAL

3.2 Infrastructure Backlog Ratio – Estimated cost to bring assets to a satisfactory condition, divided by carrying value of infrastructure, building, other structures and depreciable land improvement assets, as per Special Schedule 7 of the Local Government Code of Accounting Practice & Financial Reporting Update 25 – benchmark <2%.

Purpose – This ratio shows what the proportion of the infrastructure backlog is against the total value of the Council’s infrastructure.

3.3 Cost to bring assets to agreed service level – Estimated cost to bring to an agreed level of service set by the Council, divided by gross replacement cost, as per Special Schedule 7 of the Local Government Code of Accounting Practice & Financial Reporting Update 26. There is no industry benchmark available.

Purpose – To assess the proportion of outstanding renewal works compared to the total suite of assets that the Council has under its care and stewardship.

3.4 Asset Maintenance Ratio – Actual asset maintenance divided by required asset maintenance, as per Special Schedule 7 of the Local Government Code of Accounting Practice & Financial Reporting Update 25 – benchmark >100%.

Purpose – Compares actual vs required annual asset maintenance. A ratio above 100% indicates that the Council is investing enough funds that year to halt the growth of the infrastructure backlog.

KEY FINANCIAL INDICATORS

3.5 Asset Sustainability Ratio – Planned capital expenditure on renewing and replacing existing assets (net of proceeds from sale of replaced assets), divided by the optimal level proposed in the Council’s AMP. Local Government Association South Australia Financial Sustainability Information Paper No.9: Financial Indicators – Revised February 2012.

Purpose – Indicates the extent to which existing non-financial assets are being renewed and replaced compared with what is needed to costeffectively maintain service levels. Achievement of the suggested target would mean that the Council was reasonably optimising the timing of capital outlays on the renewal/replacement of assets.

COUNCIL’S KFI GOAL ‘Fit for the Future’ KFI (General Fund Only)

Introduction

Purpose

Clarence Valley Council’s Workforce Management Strategy (Strategy) outlines how the organisation will build, sustain and develop a capable workforce to deliver services over the next four years. Council is operating in a complex and changing environment, with key challenges including:

• an ageing workforce and succession risk

• skills shortages in key service areas

• increasing workforce costs

• changing employee expectations

• evolving service delivery and community needs.

This Strategy identifies key workforce gaps and risks and sets out a coordinated program of actions to:

• strengthen workforce sustainability and organisational resilience

• improve attraction and retention in a constrained labour market

• build workforce capability aligned to future demand

• foster a high-performance, inclusive and engaged workforce

Through this Strategy, Council will ensure it has: the right people, with the right skills, in the right roles, at the right time to support service delivery and long-term financial sustainability.

Strategic Alignment

The Strategy aligns to Council’s Integrated Planning and Reporting Framework (IP&R). It is part of the Resourcing Strategy as part of the annual Operational Plan and supports:

• Community Strategic Plan outcomes

• Delivery Program workforce requirements

• Long-Term Financial Plan sustainability

It ensures workforce planning is integrated, evidence-based and future-focused.

Strategic Context

Council operates within a dynamic environment influenced by:

• demographic change and an ageing population

• regional labour market constraints

• increasing cost pressures

• technological change and digital transformation

• climate and environmental challenges

• evolving workforce expectations

These factors require a workforce that is resilient, adaptable and capable of meeting future demands.

Our Values

These values are not only embedded in our workplace culture but also act as guiding principles for how we attract, develop, and support our workforce. They underpin our commitment to fostering a safe, collaborative, inclusive, and high-performing organisation ensuring we deliver services in a way that reflects both the needs of our community.

Safety

We have a safety focused workplace culture to ensure the wellbeingof ourstaff and the community

Teamwork

Weworktogether as one council towards sharedgoals andfor the greater good of the community

Respect

Integrity

We behave in a way that is honest, open, and transparent. We will take responsibility for our actions and strive for excellence

Value

We deliver services efficiently, effectively, and in an environmentally and financially sustainable manner

Engagement

We are inclusive, treat people with courtesy and fairness, andensure each individual is valued and heard

We engage with our staff and community to inform our decision making, and create awareness of our activities

Key LGA / Regional Data for Clarence Valley

Population and demographics

• The Clarence Valley LGA had a population of about 54,180 in 2021 NSW Government+1

• The median age in Clarence Valley is 49 years, which is significantly older than the NSW and national medians Australian Bureau of Statistics+1

• People aged 65 and over make up around 21% of the population

Labour force and employment

• The labour force in the area in 2021 was 21,081 people, with 10,608 full-time and 7,734 part-time workers Profile ID

• Most resident workers remain in the area: 85% of employed residents live and work in Clarence Valley; 9% commute out to other areas Profile ID

• About 92% of people who work in Clarence Valley also live in the area, indicating relatively high workforce local retention

Occupation and industry profile

• Among residents of Clarence Valley, the most common occupation groups (2021) are:

• Professionals: 16% Profile ID

• Community & Personal Service Workers: 16% Profile ID

• Technicians & Trades Workers: 14% Profile ID

• In terms of industry sectors, the largest employing sectors for Clarence Valley residents include Health Care & Social Assistance (17%), Retail Trade (11%), and Construction (9%)

Education and qualifications

• Educational attainment is lower compared to state averages: only 12% of people aged 15+ hold a bachelor’s degree or higher in Clarence Valley, far below NSW proportions

• A notable share holds vocational or certificate-level qualifications, and many have completed schooling to Year 10 or Year 12 as highest level.

Our Structure

Workforce Profile (2024/2025)

Key Insights

Workforce Sustainability

• Ageing workforce

• Tenure concentration

• Pipeline weakness

Workforce Capability & Risk

• Skills shortages

• Vacancy pressure

• Internal succession gaps

Workforce Structure

• Operational workforce dominance

• Gender distribution

Workforce Performance & Cost

• Turnover concentration

• Workforce cost pressure

• Multi-skilling demands

Highlights

Ageing Workforce Profile

Workforce Age Profile

Insight Council’s workforce is skewed toward older age cohorts, with:

• 56.47% of employees aged 46 years and over

• 31.76% aged 56 years and over, representing a significant proportion nearing retirement

• A comparatively low proportion of early-career employees (22.74% under 35)

Strategic Implication

This age profile indicates:

• A high dependency on experienced employees

• Increased risk of workforce exits over the next 5–10 years

• Potential loss of critical knowledge and capability

• A need to strengthen early-career pipelines and succession pathways Without intervention, this may impact:

54 | Resourcing Strategy 2026/2027

• Workforce continuity

• Service delivery capability

• Leadership succession

Strategic Response Council will:

• Strengthen succession planning across critical roles

• Implement a knowledge continuity framework to retain organisational expertise

• Expand early-career pipelines (trainees, apprentices, graduates)

• Develop leadership and career progression pathways

• Introduce flexible workforce models, including phased retirement

Gender Profile

Overall workforce composition is 68% male and 32% female

The indoor workforce is predominantly female (61% female / 39% male)

The outdoor workforce is predominantly male (84% male / 16% female)

Insight

This indicates a significant gender imbalance across different workforce segments, with:

• Women concentrated in administrative and indoor roles

• Men concentrated in operational and field-based roles

Strategic Implication

This distribution highlights:

• An opportunity to increase female participation in operational roles

• A need to ensure equitable access to career pathways across all areas

• Potential limitations on workforce diversity, capability and innovation

Strategic Response Council will:

• Implement targeted initiatives to increase diversity in field-based roles

• Promote inclusive recruitment and career pathways across all directorates

• Support programs such as “women in the field” initiatives

• Ensure workplace practices and conditions support diverse workforce participation

Regional labour constraints

• Council operates within a regional labour market with limited access to a broad and specialised talent pool

• The local workforce has lower levels of tertiary qualification attainment compared to state averages

Insight

Council’s geographic location significantly influences its ability to attract and retain skilled employees, particularly in:

• Engineering and infrastructure roles

• Technical and specialist positions

• Digital and professional capability areas

• The limited availability of highly qualified candidates locally increases reliance on a small and competitive labour pool.

Strategic Implication

This creates a number of workforce challenges:

• Difficulty attracting suitably qualified candidates for critical roles

• Increased time and cost associated with recruitment

• Higher risk of vacancies and re-advertised positions

• Greater reliance on internal workforce development

• Potential constraints on Council’s ability to deliver complex services

Strategic Response

Council will:

• Strengthen its Employee Value Proposition (EVP) to improve competitiveness in the labour market

• Implement targeted recruitment strategies for critical and hard-to-fill roles

• Develop local workforce pipelines, including traineeships, apprenticeships and partnerships with education providers

• Invest in internal capability development to reduce reliance on external recruitment

• Explore flexible and innovative workforce solutions, including remote work opportunities where appropriate

Workforce Forecast

Over the next four years, Council will require increased capability in:

• engineering and infrastructure delivery

• digital and technology services

• environmental and climate resilience

• project and contract management

• leadership and organisational capability

56 | Resourcing Strategy 2026/2027

Without intervention, workforce supply is unlikely to meet these demands.

Workforce Drivers, Risks and Strategic Response

Workforce Drivers

Council’s workforce is shaped by a range of drivers that directly influence workforce risks and inform strategic priorities. These drivers directly inform workforce risks and underpin Council’s strategic workforce priorities. The table below outlines the key drivers.

Driver Risk Strategic Responses Linked Priority

Ageing workforce Loss of knowledge, service disruption

Skills shortages Inability to fill roles

Rising costs Financial pressure

Service complexity

Capability gaps

Workforce expectations Retention risk

Succession planning, mentoring, phased retirement

Workforce Sustainability

Employer Value Proposition, targeted recruitment strategies, talent pipeline Attraction

Workforce planning, efficiency

Training, workforce planning

Workforce Sustainability

Capability Development

Flexibility, wellbeing, engagement Culture & Engagement

Digital transformation Skills gaps Digital capability development Capability Development

Regulatory requirements Compliance risk

Training and governance capability Capability Development

Environmental change Service disruption Resilience capability

Workforce Planning

Workforce Gap Analysis

There is a gap between Council’s current workforce capability and future workforce requirements. The table below outlines the key gaps.

Workforce

Skills

Attraction

Diversity Gender imbalance

Workforce experience Evolving expectations

If unaddressed, these gaps will directly impact Council’s ability to deliver critical services and maintain organisational performance.

Workforce Risks

The identified workforce gaps create the following strategic risks:

• loss of critical organisational capability and corporate knowledge

• inability to recruit and retain skilled staff

• increased workforce costs and financial pressure

• reduced service delivery capability

• increased workload and pressure on remaining staff

Strategic Response

The following strategic priorities have been identified in response to the workplace drivers and risks.

1. Workforce Sustainability and Organisational Resilience

Ensure a sustainable workforce aligned to long-term service and financial needs.

2. Strategic Attraction and Workforce Positioning

Position Council as an employer of choice to attract and retain talent.

3. Workforce Capability and Leadership for Future Demand

Build workforce capability and leadership aligned to emerging needs.

4. High-Performance Culture and Employee Experience

Create an engaged, inclusive and highperforming workforce.

Workforce Action Plan

Priority 1: Workforce Sustainability and Organisational Resilience

maintain a Critical Roles and Capability

a formal knowledge transfer and mentoring framework

Priority 2: Strategic Attraction and Workforce Positioning

Priority 3: Workforce Capability and Leadership

Priority 4: High-Performance Culture and Employee Experience

Performance measures

Critical roles with successors

Time to fill roles

Increase annually

Reduce each year

Training completion >90%

Engagement score

Diversity metrics

Monitoring and evaluation

The Strategy will be monitored through:

• six monthly Operational Plan reporting

• annual workforce data review

• staff engagement surveys and pulse checks

• ongoing action plan tracking.

Improve each year

Increase

Introduction

This Asset Management Strategy (AMS) outlines Council’s management of physical infrastructure assets. It includes a framework to guide the planning, construction, maintenance and operation of infrastructure essential for Clarence Valley Council to deliver services to the community.

In addition to the AMS, Council’s asset management planning incorporates an Asset Management Policy (Policy) and Asset Management Plans (Plans) These documents provide guidance for improving asset management systems and practices. This AMS and associated Policy are aligned with the 30 June 2024 Report on Infrastructure figures and reflect the 2025/26 to 2034/35 LTFP

Assets

Our assets summaries below

Libraries

Gallery and museums

Sporting fields and facilities

Showgrounds

Roads

Bridges and culverts

Footpaths and cycleways

Kerb and gutter

Parks and reserves

Stormwater

Water supply network

Sewerage service network

Airport and aerodrome

Community halls

Swimming pools

Cemeteries

Our assets summaries below

Parking facilities

Saleyard

Holiday parks

Coastal and estuary management

CBD assets

Depots

Waste management

Landfill

Floodplain assets

Stormwater network

Reserves and wetlands

Noxious weed assets

Corporate buildings

Streetscaping

Public amenities

In late 2014, a council-wide service review was undertaken primarily to address budgetary shortfalls. The service review provided a framework of all Council services and was linked to the assets. This review has led to asset rationalisation and efficiency savings by eliminating ‘end-of-life’ or underused assets, contributing to the future sustainability of the Council.

In 2015, an asset management audit preparedness assessment was performed by the Council’s

auditor on behalf of the Office of Local Government. The assessment identified areas for improvement, and an action plan has been implemented to address these.

Asset Conditions

Condition assessments for assets are undertaken using the Institute of Public Works Engineering Australasia’s (IPWEA) International Infrastructure Management Manual’s (IIMM) recommended fivepoint scale:

Condition 1 Very good condition – No work required (normal maintenance)

Condition 2 Good condition – Only minor maintenance work required

Condition 3 Fair or moderate condition – Maintenance work required

Condition 4 Poor condition – Renewal/Replacement required

Condition 5 Very poor condition – Urgent renewal/replacement required

The following graph demonstrates that most of the Council’s assets are in good to fair or moderate condition.

Asset Condition as % Asset Value

To define what condition ratings are acceptable, the Council will take into consideration the following:

• Community views/acceptance

• Establishing asset standards necessary to provide and support desired levels of service now and into the future

• Determining appropriate and sustainable levels of maintenance and renewals/upgrades

• Risk-hazard and risk-reduction requirements

Management strategies for assets in ‘poor’ condition (ratings 4 and 5) are detailed in each individual AMP. There are considerable costs associated with the renewal and/or upgrade of these assets, although it should be noted that not all will necessarily be required to be renewed. Any assets that should have already been renewed but have not due to funding limitations are deemed as backlog works. Any delay in carrying out these works could result in increased annual operation and maintenance costs as well as increased risks and consequences of failure.

The table below is an extract from the Report on Infrastructure Assets, included in the Special Schedules of the Annual Financial Statements for 2024/25 This indicates that the cost to bring the Council’s infrastructure assets to a satisfactory standard is currently $98 9M

Council endeavours to maintain its assets at a condition rating between 1 and 3. Any assets rated 4 or 5 will be assessed for risk and managed through a replacement/renewal program or alternatively disposed of. Current conditions scores have been established through previous inspections and revaluation processes. As such, it is imperative that current assigned scores, inspection processes and procedures are reviewed and where necessary adjusted on an annual basis.

Asset Values

As of 30 June 2025, the estimated replacement value of Council’s infrastructure assets is more than $3.5B and is represented below by the major asset groups as a percentage of the total asset replacement value.

Asset Replacement Value

Asset Condition Report

The condition state of major infrastructure assets, as reported in the Clarence Valley General Purpose Financial Statement for the year ending 30 June 2025, is included below.

Asset Management Framework

The Council has developed an asset management framework that comprises an asset management policy supported by the AMS and individual AMPs.

Figure 4: The Council’s Asset Management Framework

The Transport AMP has now been further split into individual plans for roads, bridges, and footpaths. A specific AMP has also been created for water facilities assets.

ASSET MANAGEMENT FRAMEWORK

Asset Management Policy

Asset Management Strategy

Asset Management Plans

Asset Management Policy (AMP)

The Council’s Asset Management Policy sets the broad direction for all asset management activities, and aims to:

‘Strategically provide, maintain, renew and replace an appropriate stock of community infrastructure that is required to support the communities of the Clarence Valley Council; is sustainable across the long term; and is provided at the lowest possible life cycle cost.’

Asset Management System (AMS)

Council’s Asset Management System provides a structured framework for managing assets across their full lifecycle to support service delivery, manage risk, and optimise value. It continues to evolve through improved utilisation of asset management tools, including better identification of system capabilities and limitations, strengthened maintenance planning practices, and ongoing improvements in asset data quality and consistency Greater awareness of the importance of infrastructure asset management across the organisation supports more informed and coordinated decision making.

Clear allocation of roles and responsibilities across project delivery, planning, operations and finance functions facilitates accountability and collaboration. Reliable asset data and consistent processes enable the development of robust Asset Management Plans, which inform long-term financial planning and the prioritisation of the capital works program.

AMS Goals

The goals of this Asset Management Strategy is to ensure that infrastructure assets are planned, operated, maintained, and renewed in a manner that:

• supports the delivery of agreed levels of service through well-maintained, fit-forpurpose assets for present and future generations of residents and visitors

• optimises lifecycle costs through informed decision making, supported by reliable asset data and proactive maintenance practices

• is guided by the outputs of Asset Management Plans, community expectations, technology utilisation, and the council’s long-term financial capacity and ability to pay

To develop and maintain a robust/credible AMS, key elements need to be present, including:

• reliable asset information, supported by fit-for-purpose asset management systems and consistent data standards

• comprehensive Asset Management Plans that translate service objectives into lifecycle, maintenance, and renewal strategies

• rigorous financial modelling and assumptions that reflect lifecycle costs, risk, and long-term sustainability

• workforce planning aligned to current and future asset management and service delivery needs

• community involvement in defining levels of service and service standards

• performance monitoring and review to drive continuous improvement in asset management practices

Accordingly, the following goals have been identified and prioritised to facilitate a more strategic approach to asset management in future periods:

Goal 1 – Maintain a cross-organisational Asset Management Advisory Group that reports directly to the Executive. The Group will provide assurance that asset management activities are aligned with the objectives of the Integrated Planning and Reporting (IP&R) Framework and supported by the Long-Term Financial Plan. The Group will also oversee and monitor the implementation of asset management improvement and risk actions across all asset classes.

Goal 2 – Ensure that asset lifecycle costs of new and upgraded assets are considered as part of project scoping. Asset lifecycle impacts will be modelled and reflected in the Long-Term Financial Plan to support informed, sustainable investment decisions.

Goal 3 – Identify the gaps in asset management practice and plan to best utilise the resources, systems, and capabilities required to effectively implement this Strategy. Asset management improvement actions will be aligned with organisational resourcing strategies and delivered through a structured program with clear milestones, tasks allocation, and performance monitoring

Goal 4 – Improve data-driven decision making by utilising available asset management systems and tools to establish maintenance and renewal plans. This will support the identification of maintenance, renewal, and replacement needs, and provide greater visibility of funding gaps, risks, and prioritisation across all asset classes

Goal 5 – Develop and maintain comprehensive risk management plans for all major asset groups. Risk information will be used to inform maintenance, renewal, and investment priorities and support safe and reliable service delivery

Goal 6 – Improve assets information by strengthening asset management systems, data standards, process improvement and governance arrangements. This will support consistent, reliable asset data to enable effective planning, reporting, and decision making across infrastructure assets

Goal 7 – Review, update, and maintain Asset Management Plans for all major asset groups to ensure they remain current, consistent, and aligned with this Strategy, service levels, risk profiles, and financial planning.

Asset Management Plans (AMPs)

AMPs are detailed long-term plans that outline the asset activities for each asset category. An AMP has been developed for each major asset category, as illustrated in the Asset Management Framework diagram.

Each AMP contains, as a minimum, include:

• objective or purpose of the asset and its components in providing service/s

• service levels the Council currently delivers and any future challenges

• forecasted future demand requirements for service delivery

• description of the assets and details of the current asset inventory

• identification of assets critical to the service provision

• risks associated with assets and their management

• financial projections for operation, maintenance, renewal, and replacement including any gaps or renewal backlogs

• assumptions, exclusions and observations on the maturity of data presented

• maintenance, renewal, and disposal programs

• key performance measures

• asset management improvement plan

Council subscribes to NAMS+, which is an IPWEA initiative for local government to assist in the development of asset management planning. The NAMS+ suite of templates has been used for development of the AMPs as core plans, which are practical documents designed to be easily understood and used by asset managers. The level of detail within each individual plan is dependent upon the scope and size of the asset category contained in the plan together with the level of asset data maturity.

An annual review of the individual AMPs is required to ensure they provide a useful and up-to-date management tool and reference document. The review of the AMPs will include changes in objectives, policies, service levels, systems, technologies, and any other relevant amendment, including changes to community expectations.

Council has identified several gaps in current asset management processes. These gaps will be addressed through the ongoing development and implementation of Asset Management Plans (AMP), which will guide the progressive improvement of asset management practices. Over time, the organisation will transition from core asset management practices towards more advanced planning through a cycle of continuous improvement that supports the evolving needs of the Council and the community to uplift asset management maturity.

A summary of current AMPs has been included within this strategy.

AMPs and Strategy Methodology

The AMS and AMPs have been developed in line with the Council’s 2024/25 to 2033/34 LTFP. The LTFP has been prepared based on a set of assumptions and the ‘Fit for the Future’ key performance indicator benchmarks.

There are four key indicators for asset management and sustainability utilised in the AMPs and AMS:

1. Asset Sustainability Ratio

2. Long Term – Life Cycle Indicator Life cycle expenditure / life cycle cost

3. Medium Term – 10-Year Financing Indicator

4. Short Term – 5-Year Financing Indicator

Budget Exp. / 10 yr. projected exp.

Budget Exp. / 5 yr. projected exp.

Life cycle costs (or whole-of-life costs) are the average costs that are required to sustain the service levels over the longest asset life. Life cycle costs include operating and maintenance expenditure and asset consumption (depreciation expenses). Life cycle costs can be compared to life cycle expenditure to give an indicator of sustainability in service provision.

Life cycle expenditure includes operating and maintenance costs plus capital renewal costs. Life cycle expenditure will vary depending on the timing of asset renewals.

The life cycle costs, and life cycle expenditure comparison highlights any differences between present outlays and the average cost of providing the service over the long term. If the life cycle expenditure is lower than the life cycle cost, there is a ‘life cycle gap,’ and it is most likely that outlays will need to be increased or cuts in services made in the future.

The Asset Sustainability Ratio is the most important indicator and reveals whether projected capital renewal and replacement expenditure can be financed in the LTFP. The Council’s Financial Planning Policy outlines a target range of between 90–110%.

The four key indicators are detailed in the following table for the general fund assets only:

5-year

The medium-term projected expenditure is also financially sustainable in the long term. Council will be able to maintain the condition of infrastructure assets in a sustainable fashion. Performing renewals as they are required will stop the deterioration and failure of assets, thereby reducing the levels of risk. Levels of service can be maintained at current levels.

The Asset Sustainability Ratio indicates that Council will have 100% of the funds required for the optimal renewal and replacement of its assets, which is within the Council’s target range of 90% to 110%. The ratio indicates an optimised budgeted capital expenditure, assisting in minimising the life cycle costs of the assets.

Asset Management Plan Summaries

Key Data

Valuation Report

Sustainability Report

Long

Long Term Financial Plan

Budgeted Renewal and Shortfall Report

Budget Implications

• Consideration should be given to the percentage of Council’s transport assets, which are currently in average condition. Renewal shortfalls currently indicated will need to be investigated and addressed.

• There is a funding shortfall of $773.7K on average per year over the life of the 10- Year Plan for maintenance, operations, renewals, and upgrade/new assets, totalling $7.7M for the life of the plan.

• Additional grant funding will be sought for programs, especially for capital programs.

• Grant funding where there is no certainty of the grant funding being available has not been included in the assessment.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

Maintenance Programs

Last Condition Survey

• Council is implementing a detailed inspection program to identify and rectify defects, especially those that pose a safety issue to motorists, in a timely manner.

• Valuation dated – March 2023, valuation by AssetVal

• Condition assessment undertaken by Clarence Valley Council

Transport

• The Council manages approx. 1,512km of sealed roads and 945.3km of unsealed roads

• The major influences on the road network in future will be the devolved old Pacific Highway as each new section is completed.

• Major emphasis is to increase maintenance levels in the following areas:

o Sealed road resealing

o Sealed road shoulder maintenance

o Unsealed road resurfacing

o Widening regional roads where required to meet current traffic loading

• General focus will be on managing condition 4 and 5 roads and maintaining roads at condition 3 and above.

• Additional data is to be gathered on the unsealed road network to better schedule resurfacing requirements.

Main Findings

• Further investigations to be carried out on the program and requirements to seal currently unsealed roads and options to return very-low traffic sealed roads to unsealed roads

• Council also maintains:

o 49 car parks

o 980 traffic facility items (including traffic medians, pedestrian refuges, kerb blisters, speed humps, school crossings and edging around trees)

o 32.67 km of guardrail and road fencing

o 433 roadside furniture items (including bus shelters, bollards, seating and bicycle racks)

o 89 Council-owned streetlights (this does not include general streetlights that are not owned by the Council)

o 13,236 signs

• Major emphasis is to implement programs in the following areas:

o Flood resilience of Yamba and Iluka Roads.

o Implement a Gap Seal Program over a 15-year period.

Sustainability Report

Long

Budgeted Renewal and Shortfall Report

Budget Implications

Maintenance Programs

• There is a funding shortfall of $0 on average per year over the life of the 10-Year Plan for maintenance, operations, renewals, and upgrade/new assets, totalling $0 for the life of the plan.

• Additional grant funding will be sought for programs, especially for capital programs.

• Grant funding where there is no certainty of the grant funding being available has not been included in the assessment.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

• The Council is implementing a detailed inspection program to identify and rectify defects, especially those that pose a safety issue to motorists, in a timely manner.

Last Condition Survey

• Valuation dated – March 2023, valuation by AssetVal

• Condition assessment undertaken by Clarence Valley Council

Main Findings

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

• The Council has 98 timber bridges and 172 concrete bridges.

• The deterioration of the timber bridges potentially results in increased maintenance requirements for those bridges.

• Major emphasis is to increase maintenance levels in the following areas:

• Timber bridge maintenance

• Timber bridge replacement

• General focus will be on managing condition 4 bridges and maintaining bridges at condition 3 and above.

• Additional data is to be gathered on the timber bridges to better schedule maintenance requirements.

Water Facilities

Sustainability Report

Long Term Financial Plan

Budgeted Renewal and Shortfall Report

Budget Implications

Maintenance Programs

Last Condition Survey

• Consideration should be given to the percentage of the Council’s water facilities assets, which are currently in average condition. Renewal shortfalls currently indicated will need to be investigated and addressed.

• There is a funding shortfall of $19.3K on average per year over the life of the 10- Year Plan for maintenance, operations, renewals, and upgrade/new assets, totalling $193K for the life of the plan.

• Additional grant funding will be sought for programs, especially for capital programs.

• Grant funding where there is no certainty of the grant funding being available has not been included in the assessment.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

• The Council is implementing a detailed inspection program to identify and rectify defects, especially those that pose a safety issue to motorists, in a timely manner.

• Valuation dated – March 2023, valuation by AssetVal

• Condition assessment undertaken by Clarence Valley Council

Poor Fair Good

Main Findings

If the road is not already closed, display a closed sign at water facilities during flood events.

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

• The Council also maintains:

o 33 wharves/jetties

o 46 boat ramps

• Major emphasis is to implement programs in the following areas:

o Renew water facility components currently at condition rated 4 or 5 over a 4-year period, and implement the programs previously adopted by the Council and those identified in the Clarence River Wharves Development Plan over a 20-year period.

• General focus will be on managing condition 4 and 5 assets and maintaining assets at condition 3 and above.

• Additional data is to be gathered on the condition of water facility assets to better schedule requirements.

Footpaths/Cycleways

Valuation Report

Sustainability Report

Budget Implications

Budgeted Renewal and Shortfall Report

Maintenance Programs

Last Condition Survey

• Consideration should be given to the percentage of the Council’s water facilities assets, which are currently in average condition. Renewal shortfalls currently indicated will need to be investigated and addressed.

• There is a funding shortfall of $190K on average per year over the life of the 10Year Plan for maintenance, operations, renewals and upgrade/new assets, totalling $1.9M for the life of the plan.

• Additional grant funding will be sought for programs, especially for capital programs.

• Grant funding where there is no certainty of the grant funding being available has not been included in the assessment.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

• The Council is implementing a detailed inspection program to identify and rectify defects, especially those that pose a safety issue to motorists, in a timely manner.

• Valuation dated – March 2023, valuation by AssetVal

• Condition assessment undertaken by Clarence Valley Council

Footpaths/Cycleways

Main Findings

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

• The Council maintains 241km of footpaths/off-road cycleways.

• The Council has pedestrian access mobility plans and bike plans prepared for Grafton, South Grafton, Maclean, Yamba, Iluka, Woombah, Lawrence and Ulmarra. Preparation of plans for the remaining villages and a review of the plan

covering Grafton, South Grafton, Maclean, and Yamba are planned for completion in the coming years.

• Major emphasis is to increase maintenance levels in the following areas:

o General footpath maintenance

o Replacement of defective footpath sections

o Continued implementation of the Pedestrian Access and Mobility Plan (PAMP) and bike plans

• General focus will be on managing condition 4 and 5 footpath segments and maintaining footpaths at condition 3 and above.

• Additional detailed data is to be gathered on footpath/cycleway network condition to better schedule maintenance and replacement requirements. This includes measuring the severity of defects so that a more directed maintenance and replacement program can be developed.

• Further investigations are to be carried out on potential programs and funding options with the Roads and Maritime Service.

Transport

To manage the Council’s:

• road network in a safe and serviceable condition

• bridges in a safe and serviceable condition

• rural drainage network to ensure that the network operates and allows the free passage of water in a safe manner

• footpath and off-road cycleway network to ensure that it is free of significant defects and meets the community’s walking and cycling needs

• car parks to provide adequate parking opportunities for the community

Objective

• traffic facilities to provide increased safety to the public using the road network

• guardrail/safety fencing so that it offers protection to motorists

• roadside furniture to provide additional amenities for pedestrians at required locations

• street lighting to improve safety in car parks and on urban streets

• signs to provide appropriate warning and advice to motorists

• water facilities to provide and enhance the usage of the Council’s natural waterways

• other assets in a safe and serviceable condition

Performance Measures Target

(a) Ensure that maintenance works are undertaken effectively.

(b) Develop detailed forward works programs.

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Implement upgraded maintenance programs.

• Collect detailed data, including updated condition data, on all assets.

• Prepare detailed maintenance works programs.

• Monitor effectiveness of implemented programs though overall asset condition assessments.

• Seek additional sources of funding for capital works.

• Develop technical standards to assess and prioritise future works.

(c) Asset management

• Review and update the Transport AMP in line with updated asset data on an annual basis.

• Review and update data from the result of the annual desktop revaluation of transport assets for current value.

• Review and update data from the full revaluation of transport assets as per the

Non-Current Asset Accounting Procedures.

1

Activities Who When

(a) Ensure that maintenance works are undertaken effectively

Review and monitor the inspection system to better target maintenance works to areas required.

Review and monitor maintenance procedures to ensure effective practices are utilised.

Implement upgraded maintenance programs.

(b) Develop detailed forward works programs.

Collect detailed data, including updated condition data, on all assets.

Prepare detailed maintenanceworks programs.

Monitor effectiveness of implemented programs though overall asset condition assessments.

Seek additional sources of funding for capital works.

(c) Asset Management

Develop technical standards to assess and prioritise future works.

Review and update the Transport AMP in line with updated asset data on an annual basis.

Review and update data from the result of the annual desktop revaluation of transport

assets for current value.

Review and update data from the full revaluation of transport assets as per the Non- Current Asset Accounting Procedures.

Water Services

Sustainability Report

Long Term Financial Plan

Budgeted Renewal and Shortfall Report

Budget Implications

• Consideration should be given to the percentage of the Council’s water assets, which are currently in average condition. Renewal shortfalls currently indicated will need to be investigated and addressed. There is a shortfall of $3.33M on average per year which equates to a $33.3M over the life of the 10- Year Plan for maintenance, operations, renewals, and upgrade/new assets. The Office of Water’s (OoW) Best Practice Management Guidelines require the Council to have a robust 30-year financial model for its water fund. This is monitored and updated each year with the audited financial statements. The FINMOD 30-year financial model has indicated that this projected funding can be met under the current pricing path.

• The renewal program in the Water Services AMP, which has been included in the LTFP, is based on the current water supply asset renewal requirements. The AMP has assessed only 4.1% of the assets as being in a ‘poor’ condition. However, a significant proportion of water assets that are currently assessed as being in ‘fair’ or ‘good’ condition are at, or have exceeded, their theoretical life. It is only proposed to schedule replacement of these assets when their condition deteriorates to a ‘poor’ condition, and there is insufficient evidence to enable establishment of a timeframe for this deterioration. Within the next 3 years, further analysis of asset deterioration will be performed. It is proposed that the cash surplus in the water fund be used to establish a water renewal reserve, with the maximum reserve amount to be set as a percentage of the gross replacement cost of the water infrastructure. The percentage is to be determined through the further analysis of asset deterioration. Future unscheduled water asset renewals will be funded from this reserve.

• In addition, a risk identified in the AMS is regulatory change that would mandate an increased level of drinking water treatment. This requires CVC to upgrade the Rushforth Road Water Treatment Plant; it is estimated that the capital cost of increased treatment could be up to $84M commencing in 2025-26 through to 2027/28

• The water fund financial modelling has also not included the potential future augmentation of Shannon Creek Dam to 75,000ML, which was foreshadowed in the regional water supply as potentially being required by the year 2046, although current consumption trends indicate that augmentation would not be required within the 30-year life of this LTFP. If this augmentation were to proceed, it is estimated to cost at least $150 million. The climate change impacts may reduce the Water Licensing allowance to 80% from the Nymboida River which will result in bring forward the augmentation of Shannon Creek Dam

Maintenance Programs

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

• A maintenance management system (MMS) has been implemented, with a particular focus on mechanical and electrical assets. Since the introduction of the MMS, most resources are now committed to preventative maintenance, unplanned and breakdown work.

Last Condition Survey

• Valuation dated – March 2021, revaluation by Australis

• Condition assessment undertaken by Clarence Valley Council

Main Findings

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

• The Council's water supplies are unfiltered. While the water supply generally meets the Australian Drinking Water Guidelines (ADWG) requirements, recommended limits for aesthetic limits are occasionally exceeded. These do not present a health risk. The main complaint is dirty or discoloured water, which is addressed with mains flushing and source management.

• All water supplies are chlorinated and (other than Glenreagh and Coutts programmed to be completed 2025/26) stabilised due to natural soft water.

• As part of the Drinking Water Quality Assurance Management Plan (DWQAMP), additional treatment barriers (inc. filtration) may be required.

• A particular risk to water supply infrastructure is that in several locations, there are water mains that are threatened by riverbank erosion, and there are single pipelines crossing waterways. The forward financial plan proposes to manage these risks.

• There is an inability to upgrade water treatment if regulatory changes require an increased treatment level. The Council could potentially be in breach of the Public Health Act.

Water Services

Objective

Provide customers a reliable, high-quality, affordable, and environmentally sustainable water supply, promoting water efficiency and Total Water Cycle Management principles.

Performance Measures Target

• Manage the drinking water system to minimise environmental impacts.

(a) Ensure that maintenance works are undertaken effectively.

(b) Develop detailed forward works programs.

(c) Ensure good governance and administrative support for the Council and organisation.

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Implement upgraded maintenance programs.

• Collect detailed data, including updated condition data, on all assets.

• Prepare detailed maintenance works programs.

• Monitor effectiveness of implemented programs though overall asset condition assessments.

• Comply with the OoW’s Best Practice Management Guidelines.

• Review and implement the Strategic Business Plan (SBP) and the Development Servicing Plan (DSP) for water services.

• Water supply is managed in accordance with the DWQAMP.

• Investigate water treatment upgrades for both main and village supplies to

(d) Asset management

improve drinking water quality in accordance with the DWQAMP.

• Drinking water supply meets the ADWG.

• Develop technical standards to assess and prioritise future works (e.g., standards to assess risk-based replacement programs).

• Review and update the Water AMP in line with updated asset data on an annual basis.

• Review and update data from the result of the annual desktop revaluation of water assets for current value.

• Review and update data from the full revaluation of water assets as per the NonCurrent Asset Accounting Procedures.

Activities Who When

(a) Ensure that maintenance works are undertaken effectively

Manage the drinking water system to minimise environmental impacts.

Review and monitor the inspection system to better target maintenance works to areas required.

Review and monitor maintenance procedures to ensure effective practices are utilised.

Implement upgraded maintenance programs.

(b) Develop detailed forward works programs.

Collect detailed data, including updated condition data, on all assets.

Prepare detailed maintenanceworks programs.

Monitor effectiveness of implemented programs though overall asset condition assessments.

Seek additional sourcesof funding for capital works.

& IAPS 4

3 Manager Water Cycle

4 Infrastructure Asset Planning Supervisor

(c) Ensure good governance and administrative support for the Council and organisation

Comply with the OoW’s Best Practice Management Guidelines.

Review and implement the SBP and the DSP for water services.

Water supply is managed in accordance with the DWQAMP.

Drinking water supply meets the ADWG.

(d) Asset Management

Develop technical standards to assess and prioritise future works.

Review and update the Water AMP in line with updated asset data on an annual basis.

Review and update data from the result of the annual desktop revaluation of water assets for current value.

Review and update data from the full revaluation of water assets as per the Non- Current Asset Accounting Procedures.

Sewerage Services

Executive Summary AM Plan Report

Sustainability Report

Budgeted Renewal and Shortfall Report

Budget Implications

• Consideration should be given to the percentage of the Council’s sewerage assets, which are currently in fair or moderate condition.

• There is a shortfall budget over the life of the 10-Year Plan for maintenance, operations, renewals, and upgrade/new assets of $794.8k pa which equates to $7.95M over the life of the plan. The OoW’s Best Practice Management Council is required to have a robust 30-year financial model for its sewer fund. This is monitored and updated each year when the audited financial statements are completed, The FINMOD 30-year financial model has indicated that this projected funding can be met under the current pricing path.

• The renewal program in the Sewerage AMP, which has been included in the LTFP, is based on the current sewerage asset renewal requirements. The AMP has assessed only 2.4% of the assets as being in a ‘poor’ condition. However, a significant proportion of sewer assets that are currently assessed as being in ‘fair’ or ‘good’ condition are at, or have exceeded, their theoretical life. It is only proposed to schedule replacement of these assets when their condition deteriorates to a ‘poor’ condition, and there is insufficient evidence to enable establishment of a timeframe for this deterioration It is proposed that the cash surplus in the sewer fund be used to establish a sewer renewal reserve, with the maximum reserve amount to be set as a percentage of the gross replacement cost of the sewer infrastructure. The percentage is to be determined through the further analysis of asset deterioration. Future unscheduled sewer asset renewals will be funded from this reserve.

Maintenance Programs

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

• Since the introduction of the MMS, most resources are now committed to preventative maintenance, unplanned and breakdown work.

• Ongoing CCTV inspection of reticulation is undertaken to determine reticulation condition.

Last Condition Survey

• Valuation dated – March 2024, revaluation by BASEC with External Verification by Australis

• Condition assessment undertaken by Clarence Valley Council

Sewerage Services

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

• We are currently fully compliant with NSW DPI Water Best Practice Guidelines.

• A particular risk to sewerage infrastructure would be the changing of environmental requirements, which may require unforeseen augmentation in the future.

Main Findings

• Significant investigation is required to determine feasible schemes for rural villages.

• There is an inability to upgrade an STP if a regulatory change requires an increased level of treatment. This would potentially place the Council in breach of an environmental protection licence.

Sewerage Services

Provide high-quality management of sewerage services that is ecologically, socially, and economically sustainable.

Objective

Performance Measures Target

• The sewer network is adequately maintained to prevent environmental overflows and offensive odours.

(a) Ensure that maintenance works are undertaken effectively.

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Implement upgraded maintenance programs.

• Collect detailed data, including updated condition data, on all assets.

(b) Develop detailed forward works programs.

(c) Ensure good governance and administrative support for the Council and organisation.

• Prepare detailed maintenance works programs.

• Monitor effectiveness of implemented programs though overall asset condition assessments.

• Comply with the OoW’s Best Practice Management Guidelines.

• Review and implement the SBP and the DSP for sewer services.

• Meet Environmental Protection Licence requirements for environmental release of recycled water and NOW requirements for reuse.

• All trade waste dischargers to have appropriate agreements and be inspected.

• All recycled water end is used to have appropriate agreements and monitoring.

(d) Asset management

• Develop technical standards to assess and prioritise future works (e.g., standards to assess risk-based replacement programs).

• Review and update the Sewerage AMP in line with updated asset data on an annual basis.

• Review and update data from the result of the annual desktop revaluation of sewerage assets for market/current value.

• Review and update data from the full revaluation of sewerage assets as per the Non-Current Asset Accounting Procedures.

Activities Who When

(a) Ensure that maintenance works are undertaken effectively

Thesewernetworkis adequatelymaintainedto preventenvironmental overflowsandoffensive odours.

Reviewandmonitorthe inspectionsystemto bettertargetmaintenance workstoareasrequired.

Reviewandmonitor maintenanceprocedures toensureeffective practicesareutilised.

Implementupgraded maintenanceprograms.

(b) Develop detailed forward works programs.

Collect detailed data, including updated condition data, on all assets.

Prepare detailed maintenanceworks programs.

Monitor effectiveness of implemented programs though overall asset condition

5 Manager Water Cycle

6 Infrastructure Asset Planning Supervisor

assessments.

(c) Ensure good governance and administrative support for the Council and organisation

ComplywiththeNOW BestPractice ManagementGuidelines.

Reviewandimplement theSBPandtheDSPfor sewerservices.

MeetEnvironmental ProtectionLicence requirementsfor environmentalreleaseof recycledwaterandthe OoW’srequirementsfor reuse.

Alltradewaste dischargerstohave appropriateagreements andbeinspected.

Allrecycledwaterendis usedtohaveappropriate agreementsand monitoring.

(d) Asset Management

Develop technical standards to assess and prioritise future works.

Review and update the Sewerage AMP in line with updated asset data on an annual basis.

Review and update data from the result of the annual desktop revaluation of sewerage assets for

current value. Review and update data from the full revaluation of Sewerage assets as per the Non- Current Asset Accounting Procedures.

5,000,000

Sustainability Report

Long Term Financial Plan

Budgeted Renewal and Shortfall Report

• Consideration should be given to the percentage of the Council’s building assets, which are currently in a fair or moderate condition.

• There is a funding shortfall of $931K on average per year over the life of the 10Year Plan for maintenance, operations, renewals and upgrades/new assets, totalling $9.31M for the life of the plan.

Budget Implications

• Appropriate funding is required to ensure maintenance programs are implemented so that assets reach their end-of-useful life.

• Funding includes a proportion of Clarence Coast Reserve Trust funding for buildings located within the Reserve Trust managed by the Council.

• Grant and community support funding is to be sought wherever possible to assist in making up the funding shortfall when upgraded/new buildings are proposed.

• Other contributions from grants or other sources have been considered in the plan.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

Maintenance Programs

• The Council regularly inspects buildings and undertakes maintenance programs to ensure as a priority they are safe.

• Asbestos management safety is a priority for the Council’s renewal, upgrade, and disposal programs.

Last Condition Survey

• Valuation dated – March 2022, desktop valuation by AssetVal

• Condition assessment undertaken by Clarence Valley Council

Main Findings

Buildings decreases faster than our asset management plans, and capital works programs prepare for.

managed appropriately at an operational level

Future planning improvements can be made by documented service level risks and utilisation of these in establishing future maintenance priorities

Continue to improve asset data

Capital allocations be considered for ongoing upgrades to older facilities that do not meet legislation.

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

• The buildings are classified as either specialised or non-specialised buildings being made up of:

Specialised

o Amenities, cemeteries, community, community halls/centres, depots, parks and reserves, RFS/SES, sheds, sporting.

Non-Specialised

o Community health, cultural, museums, office/administration, public libraries, residential.

• Additional buildings are included in other AMPs such as waste, holiday parks, saleyards and pools.

• The current rationalisation of the Council’s building footprint is to reduce operations and maintenance costs; this will have a major impact during the life of this plan. The need for this arose due to the number of buildings and facilities the Council is still carrying from the amalgamation of former councils.

• The rationalisation of the Council’s buildings has commenced with the sale of a number of properties and the construction of new encompassing facilities.

• A review of the Developer Contribution Plan is to be undertaken.

• The focus will be on strategically planning for condition 4–5 buildings and any condition 3 buildings that are likely to move to condition 4 in the next 10 years. Ensure data is available to determine whether the maintenance required to achieve the estimated useful life is achieved.

• Asbestos management plans and their implementation for major buildings will be a key action. It is a priority to manage asbestos and its removal wherever practicable.

• Assets in condition 5 will require demolition and disposal, and some will be replaced and upgraded.

• A review of residential properties has been undertaken with buildings identified for

Objective

disposal.

• The focus on energy/efficiency is for major facilities to reduce operational costs associated with power use, (e.g. major upgrade of air conditioning systems and installation of solar panels).

• Focus on providing all-accessible access to buildings and facilities due to the changing demographics of an ageing population.

Buildings

To provide sustainable buildings that are in a safe and serviceable condition. Provide buildings that meet the ongoing needs of the community.

Performance Measures Target

(a) Ensure that maintenance works are undertaken effectively.

(b) Develop detailed forward works programs.

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Collect detailed data, including updated condition data, on all assets.

• Prepare detailed maintenance, renewal and new/upgraded works programs targeting condition 4 and 5 assets and safety issues aligned to available budgets.

• Monitor effectiveness of implemented programs though overall building asset condition assessments.

• Seek additional sources of funding for capital works.

(c) Ensure good governance and administrative support for the Council and organisation.

• Review the property portfolio for the replacement/upgrade/disposal of assets.

• Review the Developer Contributions Plan 2011 to ensure it is appropriate to the new Community Strategic Plan when completed.

(d) Asset management

• Develop technical standards to assess and prioritise future works.

• Review and update the Buildings AMP in line with updated asset data on an annual basis.

• Review and update data from the result of the annual desktop revaluation of the building portfolio for market/current value.

• Review and update data from the full revaluation of the building portfolio as per the Non-Current Asset Accounting Procedures.

Activities Who When

(a) Ensure

Review and monitor the inspection system to better target maintenance works to areas required.

Review and monitor maintenance procedures to ensure effective practices are utilised.

7

(b) Develop detailed forward works programs.

Collect detailed data, including updated condition data, on all assets.

Prepare detailed maintenance, renewal and new/upgraded works programs targeting condition 4 and 5 assets and safety issues aligned to available budgets.

Monitor effectiveness of implemented programs though overall building asset condition assessments.

Seek additional sources of funding for capital works.

MOS&F & IAPS 8

F

(c) Ensure good governance and administrative support for the Council and organisation

Review the property portfolio for the replacement/upgrade / disposal of assets.

F

Review the Developer Contributions Plan 2011 to ensure it is MOS& F 

7 Manager of Open Spaces & Facilities

8 Infrastructure Asset Planning Supervisor

appropriate to the Community Strategic Plan.

(d) Asset Management

Develop technical standards to assess and prioritise future works.

Review and update the Buildings AMP in line with updated asset data on an annual basis.

Review and update data from the result of the annual desktop revaluation of building portfolio for current value.

Review and update data from the full revaluation of building portfolio as per the Non- Current Asset Accounting Procedures.

Open Spaces

Sustainability Report

Long Term Financial Plan

Budgeted Renewal and Shortfall Report

Budget Implications

Maintenance Programs

Last Condition Survey

• Consideration should be given to the percentage of the Council’s Open Spaces assets, which are currently rated condition 3 to 5. Renewal shortfalls will need to be investigated and addressed.

• There is a funding shortfall of $903K on average per year over the life of the 10Year Plan for maintenance, operations, renewals and upgrades/new assets, totalling $9.03M for the life of the plan.

• Grant and community support funding is to be sought wherever possible to assist in making up the funding shortfall when upgraded/new buildings are proposed.

• Other contributions from grants or other sources have been considered in the plan.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

• Develop or review asset inspection programs for the various types of facilities.

• Valuation dated – March 2022, desktop valuation by AssetVal

• Condition assessment undertaken by Clarence Valley Council

Open Spaces

car parks)

o Fencing (bollards, fences, gates)

Playgrounds

o Shelters & sheds

o Park structures (BBQs, landscaping, park furniture)

o Utilities (lighting, water tanks, septic tanks)

o Sports structures (grandstands, irrigation, sporting structures)

o Other structures

o Green assets such as sports fields and street trees are not currently valued.

• The Council currently manages:

o 123 parks (~101 ha)

o 25 sports grounds (~209 ha)

o 194 general community uses (~194 ha)

o 69 natural areas (~573 ha)

o 19 areas of cultural significance (~93 ha)

• Asset service hierarchy from Open Spaces Strategic Plan and Generic Plan of Management

o Regional

o District

o Local

• Levels of service have been defined and documented for most of these areas.

• Community surveys conducted revealed the community is satisfied overall with current Open Spaces levels of service.

Objective

To provide high-quality and sustainable sport and recreational opportunities at a safe and functional standard and appropriate appearance that meet our community’s needs.

Performance Measures Target

(a) Ensure that maintenance works are undertaken effectively

(b) Develop detailed forward works programs

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Collect detailed data, including updated condition data, on all assets.

• Prepare detailed maintenance, renewal and new/upgraded works programs targeting condition 4 and 5 assets and safety issues aligned to available budgets.

• Monitor effectiveness of implemented programs though overall building asset condition assessments.

Open Spaces

(c) Ensure good governance and administrative support for the Council and organisation

• Seek additional sources of funding for capital works.

• Review asset portfolio for replacement/upgrade/disposal of assets, as defined in the Open Spaces Strategic Plan.

• Review the Developer Contributions Plan 2011 to ensure it is appropriate to the new Community Strategic Plan when completed.

• Review and implement the Open Spaces Strategic and Sports Facilities Plan.

• Continue to review fee structure and implement any changes.

• Review contract maintenance agreements.

• Develop technical standards to assess and prioritise future works.

• Review and update the Open Spaces AMP in line with updated asset data on an annual basis.

(d) Asset management

• Review and update data fromthe result of the annual desktoprevaluation of open spaces portfolio for market/current value.

• Review and update data from the full revaluation of the Open Spaces portfolio as per the Non-Current Asset Accounting Procedures.

Activities Who When

(a)

(b) Develop detailed forward works programs.

and new/upgraded works programs targeting condition 4 and 5 assets and safety issues aligned to available budgets.

Monitor effectiveness of implemented programs though overall Open Spaces asset condition assessments.

Seek additional sources of funding for capital works.

(c) Ensure good governance and administrative support for the Council and organisation

Review asset portfolio for replacement/ upgrade/disposal of assets, as defined in the Open Spaces Strategic Plan

Review the Developer Contributions Plan 2011 to ensure it is appropriate to the Community Strategic Plan.

Review contract maintenance agreements.

(d) Asset Management

Develop technical standards to assess and prioritise future works.

Review and update the Open Spaces AMP in line with updated asset data on an annual basis.

F

F

Review and update data from the result of the annual desktop revaluation of the Open Spaces portfolio for current value.

Review and update data from the full revaluation of the Open Spaces portfolio as per the Non- Current Asset Accounting Procedures.

Waste Management

Summary AM Plan Report

Sustainability Report

Long Term Financial Plan

Budget Implications

Maintenance Programs

• Grafton Regional Landfill has approx. 70 years of landfill space remaining at current filling rates.

• Consideration should be given to the percentage of the Council’s waste assets, which are currently in a fair or moderate condition.

• There is a funding shortfall of $16.6K on average per year over the life of the 10Year Plan for maintenance, operations, renewals and upgrades/new assets, totalling $166K for the life of the plan.

• Domestic waste is self-funding.

• Regional landfill is self-funding.

• Other waste services, which include the network of transfer stations, are funded by a waste management fund.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

operational.

• Not all expenditures are captured; with the contracted sites, this expenditure is classified as ‘commercial in confidence’.

Main Findings

Objective

• Not all waste assets have been captured in this plan; landfill cells are not considered.

Waste Management

To provide waste management facilities that are cost-effective and meet the community’s expected service level while also complying with environmental and health and safety requirements.

Performance Measures Target

(a) Ensure that maintenance works are undertaken effectively.

(b) Develop detailed forward works programs.

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Review and monitor contractor agreements.

• Collect detailed data, including updated condition data, on all assets.

• Develop and implement waste management capital works programs.

• Monitor effectiveness of implemented programs though overall asset condition assessments.

• Implement the Solid Waste Management Strategy within the agreed timeframe.

• Implement the annual Waste Education Program.

(c) Compliance

(d) Asset management

• Implement the Regional Landfill Environmental Management Plan.

• Comply with Landfill POEO Act Licence.

• Develop technical standards to assess and prioritise future works.

• Review and update the Waste AMP in line with updated asset data on an annual basis.

• Review and update data from the result of the annual desktop revaluation of the waste portfolio for market/current value.

• Review and update data from the full revaluation of waste portfolio as per the Non-Current Asset Accounting Procedures.

Activities Who When

Review and monitor the inspection system to better target maintenance works to areas required.

Review and monitor maintenance procedures to ensure effective practices are utilised.

Review and monitor contractor agreements.

(b) Develop detailed forward works programs.

Collect detailed data, including updated condition data, on all assets.

Develop and implement waste management capital works programs.

Monitor effectiveness of implemented programs though overall asset condition assessments.

(c) Compliance

Implement the Solid Waste Management Strategy within the agreed timeframe.

Implement the annual Waste Education Program.

Implement the Regional Landfill Environmental Management Plan.

Comply with Landfill POEO Act Licence.

(d) Asset Management

& IAPS 12

F

Develop technical standards to assess and prioritise future works.

Review and update the Waste AMP in line with updated asset data on an annual basis.

Review and update data from the result of the annual desktop revaluation of the Waste portfolio for current value.

Review and update data from the full revaluation of the Waste portfolio as per the Non- Current Asset Accounting Procedures.

Long Term Financial Plan

Budgeted Renewal and Shortfall Report

Budget Implications

Maintenance Programs

• Consideration should be given to the percentage of the Council’s stormwater assets, which are currently in a fair to moderate condition.

• There is a funding shortfall of $1.02M on average per year over the life of the 10Year Plan for maintenance, operations, renewals and upgrades/new assets, totalling $10.2M for the life of the plan.

• Additional grant funding will be sought for programs, especially for capital programs.

• Grant funding where there is no certainty of the grant funding being available has not been included in the assessment.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

• The Council is implementing a detailed inspection program to identify and rectify defects, especially those that pose a safety issue, in a timely manner.

any identified

and/or

Capital upgrades to existing systems where overflows occur most frequently and with the most impact

Main Findings

• Floods have had an impact on the condition of some of the stormwater network, with pipes becoming separated and disjointed. It is possible that there are sections of pipeline where this has occurred, but which have not yet appeared as a defect on the surface.

• A program to inspect critical sections of the stormwater network through CCTV inspection on an ongoing basis will be implemented to better determine the structural integrity and functioning of the network.

• The general focus will be on managing condition 4 and 5 stormwater segments and maintaining stormwater segments at condition 3 and above.

Objective

• The Council maintains 7,066 pipe and box culverts.

• Most of the pipe culverts have been constructed using butt-jointed pipes. Many of these culverts have separated and become disjointed, causing them to not operate correctly and raising concerns over their structural integrity.

• Culvert inspections also identified that many of the culverts, including inlets and outlets, are at least partially blocked, causing them to operate inefficiently.

• The major emphasis is to increase maintenance levels in the following areas:

• Culvert maintenance, clearing culverts on a regular cycle

• Replacing culverts where pipes have separated and become disjointed

• The general focus will be on managing condition 4 culverts and maintaining culverts at condition 3 and above.

• The Council maintains 287 km of kerbs and gutters and 272 km of open drains.

• As part of the assessment, no allowance has been made for the construction of new kerbs and gutters that are not associated with provision of new stormwater drainage. Construction of new kerbs and gutters in this situation will be included in the costs associated with the provision of the stormwater drainage.

• The major emphasis is to increase maintenance levels in the following areas:

• Renewing surface drainage conditions rated 4 or 5 over a 20-year period and not constructing any new kerbs or gutters unless associated with stormwater works.

• Additional data is to be gathered on the condition of culverts and other transport assets to better schedule requirements.

Stormwater

To manage the stormwater network in a safe and serviceable condition so that the stormwater system operates efficiently under normal rainfall conditions.

Performance Measures Target

(a) Ensure that maintenance works are undertaken effectively.

(b) Develop detailed forward works programs.

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Review and monitor contractor agreements.

• Collect detailed data, including updated condition data, on all assets.

• Develop and implement waste management capital works programs.

• Monitor effectiveness of implemented programs though overall asset condition assessments.

• Seek additional sources of funding for capital works.

(c) Asset management

• Develop technical standards to assess and prioritise future works.

• Review and update the Waste AMP in line with updated asset data on an annual basis.

• Review and update data from the result of the annual desktop revaluation of the waste portfolio for market/current value.

• Review and update data from the full revaluation of waste portfolio as per the Non-Current Asset Accounting Procedures.

Activities

Who When

(a) Ensure that maintenance works are undertaken effectively

Review and monitor the inspection system to better target maintenance works to areas required.

Review and monitor maintenance procedures to ensure effective practices are utilised.

Implement upgraded maintenance programs.

(b) Develop detailed forward works programs.

Collect detailed data, including updated condition data, on all assets.

Prepare detailed maintenanceworks programs.

Monitor effectiveness of implemented programs though overall asset condition assessments.

13 Manager Civil Services

14 Infrastructure Asset Planning Supervisor

additional sourcesof funding for capital works.

(c) Asset Management

Develop technical standards to assess and prioritise future works.

Review and update the Stormwater AMP in line with updated asset data on an annual basis.

Review and update data from the result of the annual desktop revaluation of stormwater assets for current value.

Review and update data from the full revaluation of stormwater assets as per the Non- Current Asset Accounting Procedures.

Holiday Parks

Sustainability Report

Long Term Financial Plan

Budgeted Renewal and Shortfall Report

Budget Implications

Maintenance Programs

• Consideration should be given to the percentage of the Council’s holiday park assets, which are currently in a fair or moderate condition.

• There is a funding shortfall of $495K on average per year over the life of the 10Year Plan for maintenance, operations, renewals and upgrades/new assets, totalling $4.95M for the life of the plan.

• Funding for holiday parks is sourced from the CCRT15 Fund, not the Council’s general fund.

• A fair or moderate condition may not be sufficient in a competitive environment for certain assets such as amenities; cabins may be required to be maintained in a good to very good condition.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

• Maintain a cabin refurbishment program.

Last Condition Survey

• Valuation dated – March 2022, desktop valuation by AssetVal

• Condition assessment undertaken by Clarence Valley Council

Main Findings

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

• Holiday parks managed by the Council are:

• Calypso Holiday Park Yamba

• Iluka Riverside Holiday Park Iluka

• Brooms Head Holiday Park

• Minnie Water Holiday Park

• Wooli Holiday Park

• Staged redevelopment of Calypso Holiday Park and Brooms Head Holiday Park is guided by a business development strategy.

• Update the business development strategy and development plans for Wooli and Minnie Water Holiday Parks.

Holiday Parks

Measures

(a) Ensure that maintenance works are undertaken effectively.

(b) Develop detailed forward works programs.

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Maintain assets to meet customer expectations.

• Collect detailed data, including updated condition data, on all assets.

• Prepare detailed maintenance, renewal and new/upgraded works programs and safety issues aligned to available budgets.

• Monitor effectiveness of implemented programs.

• Oversee the professional management of caravan parks through regular contract reviews.

(c) Sustainable Operation

(d) Asset management

• Develop and implement Business Development Strategy for all holiday parks.

• Develop and implement an effective marketing strategy for all holiday parks.

• Review and set pricing appropriate to the target market.

• Develop technical standards to assess and prioritise future works

• Review and update the Holiday Parks AMP in line with updated asset data on an annual basis.

• Review and update data from the result of the annual desktop revaluation of the holiday parks portfolio for market/current value.

• Review and update data from the full revaluation of the holiday parks portfolio as per the Non-Current Asset Accounting Procedures.

Activities Who When

are utilised.

Maintain assets to meet customer expectations.

(b) Develop detailed forward works programs.

Collect detailed data, including updated condition data, on all assets. MOS&F & IAPS 17

Prepare detailed maintenance, renewal and new/upgraded works programs and safety issues aligned to available budgets

Monitor effectiveness of implemented programs though overall asset condition assessments.

(c) Sustainable Operation

Oversee the professional management of caravan parks through regular contract reviews.

Develop and implement Business Development Strategy for all holiday parks.

Develop and implement an effective marketing strategy for all

F

F

holiday parks.

Review and set pricing appropriate to the target market.

(d) Asset Management

Develop technical standards to assess and prioritise future works.

Review and update the Holiday Parks AMP in line with updated asset data on an annual basis.

Review and update data from the result of the annual desktop revaluation of the Holiday Parks portfolio for current value.

Review and update data from the full revaluation of the Holiday Parks portfolio as per the Non- Current Asset Accounting Procedures.

Saleyards

Valuation Report

Sustainability Report

Long Term Financial Plan

Budgeted Renewal and Shortfall Report

Budget Implications

Maintenance Programs

• Consideration should be given to the percentage of the Council’s saleyard assets, which are currently in fair to moderate condition.

• There is a funding shortfall of $18.8K on average per year over the life of the 10Year Plan for maintenance, operations, renewals and upgrades/new assets, totaling $188K for the life of the plan.

• The condition profile will change when other structures’ reviews are completed.

• The major future expenditure budget for the effluent management system will be required.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

• Develop and/or review asset inspection programs for the saleyards.

• Ensure appropriate maintenance programs are implemented to ensure assets reach end-of-useful life.

Last Condition Survey

• Valuation dated – March 2022, desktop valuation by AssetVal

• Condition assessment undertaken by Clarence Valley Council

Risks &

Management Detail the critical risks and risk management approach taken.

Saleyards Fluctuations in market forces –numberof head, cents/kilogram impact on operations

Operations Saleyard income makes the continued operation unsustainable.

Loading Ramps Loading ramps do not allow enough separation between workers and animals.

Ponds Treatment ponds fail to comply with EPA.

manage operating costs during lean years.

Seek out alternate uses/opportunities.

Review and implement marketing plan and service plan

Seek funding for improvements/ upgrades to meet current standards

Seek funding to upgrade ponds and treatment plant

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

• The saleyards are operated by a 355 Committee.

• Overall, yard pens are in moderate to good condition.

• Other structures’ data is unreliable, especially for the treatment plant.

• Major expenditure is required on:

Main Findings

• Renewal and upgrade of the ramps used for loading and unloading of cattle to modern standards.

• An upgrade to the treatment plant.

• Improve customer facilities by providing weather protection for the sale ring.

Saleyards

Clarence Valley and surrounding area.

Performance Measures Target

(a) Ensure that maintenance works are undertaken effectively.

(b) Develop detailed forward works programs.

(c) Sustainable Operation

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Collect detailed data, including updated condition data, on all assets.

• Develop and implement saleyard management capital works programs.

• Monitor the effectiveness of implemented programs through overall asset condition assessments.

• Develop and review a business plan for saleyards.

• Seek opportunities to promote saleyards.

• Coordinate WHS with yard users through the Saleyards Advisory Committee.

• Develop technical standards to assess and prioritise future works.

• Review and update the Saleyards AMP in line with updated asset data on an annual basis.

(d) Asset management

• Review and update data from the result of the annual desktop revaluation of saleyard assets for market/current value.

• Review and update data from the full revaluation of the saleyard portfolio as per the Non-Current Asset Accounting Procedures.

are utilised.

(b) Develop detailed forward works programs.

Collect detailed data, including updated condition data, on all assets. MOS&F & IAPS 19

Develop and implement saleyard management capital works programs

Monitor effectiveness of implemented programs though overall asset condition assessments.

(c) Sustainable Operation

Develop and review a business plan for saleyards.

Seek opportunities to promote saleyards.

Coordinate WHS with yard users through the Saleyards Advisory Committee.

(d) Asset Management

Develop technical standards to assess and prioritise future works.

Review and update the Salyards AMP in line with updated asset data on an

F

F

annual basis.

Review and update data from the result of the annual desktop revaluation of the Saleyard assets for current value.

Review and update data from the full revaluation of the Saleyards portfolio as per the NonCurrent Asset Accounting Procedures.

Sustainability Report

Long Term Financial Plan

Budgeted Renewal and Shortfall Report

Budget Implications

Maintenance Programs

Last Condition Survey

• Consideration should be given to the percentage of the Council’s floodplain assets, which are currently in fair to moderate condition.

• There is a funding shortfall of $52.8K on average per year over the life of the 10Year Plan for maintenance, operations, renewals and upgrade/new assets, totaling $528K for the life of the plan.

• Additional grant funding will be sought for programs, especially for capital programs.

• Where there is no certainty of grant funding being available, it has not been included in the assessment. This is particularly relevant with funding from the Office of Environment and Heritage, which has not been included in this assessment. This funding is typically received on a 2:1 basis for approved projects. Successful funding applications under this program therefore have the potential to significantly affect the nominated deficit figure.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

Valuation dated – March 2023, valuation by AssetVal

Condition assessment undertaken by Clarence Valley Council

Floodplain

Four yearly condition assessment programs

Public works inspections

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

• Levees

• Open drains

• Culvert assets

• Floodgates

• Bridges

• Rock protection

• Farm crossings

Main Findings

• Floods have a major impact on the condition of floodplain assets. In general, the restoration cost of these assets has been excluded from the assessment on the basis that the Council will receive natural disaster relief assistance for damage caused by these events. However, damage will occur to assets from repeated flood events that may not be able to be attributed to single events but will cause the increased deterioration of assets over time. The restoration costs of these assets will ultimately be borne by the Council.

• The major emphasis is to increase maintenance levels in the following areas:

• Rural levee maintenance – increased inspection and maintenance on a 4year cycle.

• Drain maintenance – implementation of an increased spraying program over a 4-month-per-annum period plus mechanical cleaning of drains as

Levees The levee wall fails.

and where required on a seven-year cycle.

• The general focus will be on managing condition 4 and 5 floodplain assets and maintaining floodplain assets rated at condition 3 and above.

• Additional detailed data is to be gathered on the floodplain network, especially rural levees, to better determine the extent of the condition of the assets and to schedule maintenance and capital works more effectively. This is also to include crest surveys of the levees.

• The Council is implementing a detailed inspection program to identify and rectify defects, especially those that pose a safety issue, in a timely manner.

Floodplain

Objective To provide and maintain floodplain assets that afford protection to urban and rural communities and their assets from flood events.

Performance Measures Target

(a) Ensure that maintenance works are undertaken effectively.

(b) Develop detailed forward works programs.

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Implement upgraded maintenance programs.

• Collect detailed data, including updated condition data, on all assets.

• Prepare detailed maintenance works programs.

• Monitor effectiveness of implemented programs though overall asset condition assessments.

• Seek additional sources of funding for capital works.

• Develop technical standards to assess and prioritise future works (e.g., standards to assess risk-based replacement programs).

• Review and update the Floodplain AMP in line with updated asset data on an annual basis.

(c) Asset management

• Review and update data from the result of the annual desktop revaluation of floodplain assets for market/current value.

• Review and update data from the full revaluation of floodplain assets as per the Non-Current Asset Accounting Procedures. Activities

(a)

Review and monitor the inspection system to better target maintenance works to areas required.

Review and monitor maintenance procedures to ensure effective practices are utilised.

Implement upgraded maintenance programs

(b) Develop detailed forward works programs.

Collect detailed data, including updated condition data, on all assets.

Prepare detailed maintenance works programs

Monitor effectiveness of implemented programs though overall asset condition assessments.

Seek additional sources of funding for capital works

(c) Asset Management

Develop technical standards to assess and prioritise future works.

Review and update the Floodplain AMP in line with updated asset data on an annual basis.

Review and update data from the result of the annual desktop revaluation of the Floodplain assets for current value.

Review and update data from the full revaluation of the Floodplain assets as per the Non- Current Asset Accounting Procedures.

Aquatic Facilities

Executive Summary AM Plan Report

Valuation Report

Sustainability Report

Maintenance Programs

Long Term Financial Plan

Last Condition Survey

Budgeted Renewal and Shortfall Report

• Consideration should be given to the percentage of the Council’s swimming pool assets, which are currently in fair to moderate condition.

• Over a 10-year period, there is an average funding shortfall of $1.6K for maintenance, operations, renewals, upgrades and new projects at existing pools, totalling $16K for the life of the plan.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

• Pool contractors are required to carry out maintenance as scheduled.

• Valuation dated – March 2022, desktop valuation by AssetVal

• Condition assessment undertaken by Clarence Valley Council

Maclean Pool Old asbestos pipes rupture under pressure.

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

• The Swimming Pools network comprises of 5 community pool complexes:

• Maclean Olympic Swimming Pool

• Grafton Olympic Pool

• South Grafton Indoor Pool and Boyd

Nattress Complex

Main Findings

• Yamba Community Heated Pool

• Glenreagh Swimming Pool

• Quite a number have major leaks.

• Major redevelopment of the Grafton Olympic Pool is yet to make an impact to the findings of the AMP (these will be included in the next version).

• Expression of Interest has been resolved for the sale of the South Grafton Indoor Pool and Boyd–Nattress Complex

Objective

Aquatic Facilities

Provide high-quality sport and recreation facilities and encourage participation. Ensure access and equity of services to all our residents and maintain infrastructure in an efficient and effective manner.

Performance Measures Target

(a) Ensure that maintenance works are undertaken effectively.

(b) Develop detailed forward works programs.

(c) Ensure good governance and administrative support for the Council and organisation.

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Collect detailed data, including updated condition data, on all assets.

• Prepare detailed maintenance, renewal and new/upgraded works programs targeting condition 4 and 5 assets and safety issues aligned to available budgets.

• Monitor effectiveness of implemented programs by changes in the overall swimming pools asset condition assessments.

• Seek additional sources of funding for capital works.

• Review and implement the Aquatic Facilities Strategy.

• Continue to review fee structure and implement any changes.

• Review and monitor contractor agreements.

(d) Asset management

• Develop technical standards to assess and prioritise future works.

• Review and update the Swimming Pools AMP in line with updated asset data on an annual basis.

• Review and update data from the result of the annual desktop revaluation of the swimming pools portfolio for market/current value.

• Review and update data from the full revaluation of the swimming pools portfolio as per the Non-Current Asset Accounting Procedures.

Activities Who When

(a) Ensure that maintenance works are undertaken effectively

Review and monitor the inspection system to better target maintenance works to areas required. MOS&F 22

Review and monitor maintenance procedures to ensure effective practices are utilised.

(b) Develop detailed forward works programs.

Collect detailed data, including updated condition data, on all assets. MOS&F & IAPS 23

Prepare detailed maintenance, renewal and new/upgraded works programs and safety issues aligned to available budgets.

Monitor effectiveness of implemented programs though overall asset condition assessments.

Seek additional sources of funding for capital works

(c) Ensure good governance and administrative support for

the Council and organisation.

Review and implement the Aquatic Facilities Strategy. MOS& F

Continue to review fee structure and implement any changes.

Review and monitor contractor agreements.

Develop technical standards to assess and prioritise future works.

Review and update the Aquatic Facilities AMP in line with updated asset data on an annual basis.

Review and update data from the result of the annual desktop revaluation of the Aquatic Facilities portfolio for current value.

Review and update data from the full revaluation of the Aquatic Facilities portfolio as per the Non- Current Asset Accounting Procedures.

(d) Asset Management

6,000,000

5,000,000

1,000,000 2,000,000 3,000,000 4,000,000

Valuation Report

Sustainability Report

Long Term Financial Plan

Budgeted Renewal and Shortfall Report

• Consideration should be given to the percentage of the Council’s airport assets, which are currently in fair or moderate condition.

Budget Implications

Maintenance Programs

Last Condition Survey

• Over a 10-year period, there is an average funding shortfall of $70K for maintenance, operations, renewals, upgrades and new projects, totalling $700K for the life of the plan.

• Additional grant funding will be sought for programs, especially capital programs.

• Appropriate maintenance programs are implemented to ensure all assets reach their maximum useful life within budgetary constraints.

• The Council has a detailed inspection program to identify and rectify defects, especially those that pose a safety issue to aircraft, in a timely manner.

• Valuation dated – March 2022, desktop valuation by AssetVal

• Condition assessment undertaken by Clarence Valley Council

Main Findings

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

• The Council maintains the following major airport assets:

• Buildings

• Terminal

• Airport structures

• Runway

• Apron

• Fencing

• Utilities

• Lighting

• Water tanks

• Other structures

• Internal roads

• Car parks

• The Council has undertaken significant renewal and upgrade works in recent years, including strengthening and sealing the runway, extending the apron, upgrading the terminal, replacing the runway and apron lighting, replacing the

Objective

perimeter electric fence, and replacing the generator.

• The general focus will be on managing condition 4 assets and maintaining assets at condition 3 and above.

Airports

To provide safe and serviceable regional airport services to the Clarence Valley area, which continually meets and exceeds the CASA operational requirements.

Performance Measures Target

(a) Ensure that maintenance works are undertaken effectively.

(b) Develop detailed forward works programs.

• Review and monitor the inspection system to better target maintenance works to areas required.

• Review and monitor maintenance procedures to ensure effective practices are utilised.

• Implement upgraded maintenance programs.

• Collect detailed data, including updated condition data, on all assets.

• Prepare detailed maintenance works programs.

• Monitor the effectiveness of implemented programs through overall asset condition assessments.

• Seek additional sources of funding for capital works.

• Develop technical standards to assess and prioritise future works (e.g., standards to assess risk-based replacement programs).

• Review and update the Airport AMP in line with updated asset data on an annual basis.

(c) Asset management

• Review and update data from the result of the annual desktop revaluation of airport assets for market/current value.

• Review and update data from the full revaluation of airport assets as per the Non- Current Asset Accounting Procedures.

Activities Who When (a)

to areas required.

Review and monitor maintenance procedures to ensure effective practices are utilised.

Implement upgraded maintenance programs.

(b) Develop detailed forward works programs.

Collect detailed data, including updated condition data, on all assets.

Prepare detailed maintenance, works programs.

Monitor effectiveness of implemented programs though overall asset condition assessments.

Seek additional sources of funding for capital works

(c) Asset Management

Develop technical standards to assess and prioritise future works.

Review and update the Airport AMP in line with updated asset data on an annual basis.

Review and update data from the result of the annual desktop revaluation of the Airport assets for current value.

Review and update data from the full revaluation of the Airport assets as per the Non- Current Asset Accounting Procedures.

The Path Forward

Objectives

Clarence Valley Council Community Strategic Plan, The Clarence 2035 outlines the following objectives to be achieved through the effective management of the Council’s assets:

Community

Community # Objective

CO1

CO2

A proud and inviting community with opportunities to connect, belong and feel safe

The rich cultures of the Gumbaynggirr, Bundjalung and Yaegl people are celebrated

CO3 Art and culture are celebrated, and historical assets preserved

CO4

CO5

Young people are supported in a community that enables growth, development and participation in decision making

A mix of housing options in locations with access to services, health, education and employment

Infrastructure

Infrastructure Objective

IN1 A safe, connected and accessible road network

IN2

IN3

IN4

IN5

Well serviced communities with access to essential infrastructure including water, sewerage, public amenities and facilities

Floodplain and drainage infrastructure are maintained in a way that improves amenity and liveability

Footpaths and cycleways that are interconnected, maintained and reach destinations

Impact of natural disasters on infrastructure is minimised

Economy

Economy Objective

EC1 Business led innovation is supported and encouraged

EC2 An attractive environment for industry and local businesses to flourish

EC3 Dispersed and sustainable tourism

EC4 Telecommunications enable economic growth.

EC5 Employment and education are diverse and accessible

Environment

Environment Objective

EN1 Natural environments, ecosystems and native Flora and Fauna are enhanced and protected

EN2 Coastline, waterways and natural environment are healthy

EN3 Green space is maintained and used responsibly

EN4 Protection of the environment is encouraged through initiative and education

EN5 Reduce, reuse and recycle are priorities in the community

Leadership

Leadership Objective

LE1 Council is accountable and representative with open and transparent leadership

LE2 Council is financially responsible and sustainable

LE3 Council represents, advocates and demonstrates a positive and connected partnership with all levels of government

LE4 Diverse views are considered in decision making

LE5 Resources and services are managed efficiently and effectively

Critical Assets

In any asset category, the seriousness of risks associated with those assets can vary, making some assets more critical than others. Critical assets are defined as those that have a high consequence of failure if they do not meet their required level of service, as distinct from those not necessarily having a high probability of failure.

Consequences of critical asset failure typically include impacts on customers, operational impacts, safety impacts and possible environmental impacts. Assets nearing the end of their useful life also pose a risk to the Council to be able to continue the service provided for by those assets.

Infrastructure assets critical to the Council’s service provision include utility networks and services such as water and sewer supply, together with the transport road network. These assets are critical in nature due to the risks associated with the possibility of failure and consequences on service provision to the community. The Council has in place a Business Continuity Policy and individual plans to ensure that in the event of disruption to the Council’s critical services to the community, a strategy is in place to provide for the reinstatement of those services as soon as possible to minimise any disruption to the community.

Risk Management

The individual AMPs have identified risks by considering the following issues:

Risks that may delay, reduce, or prevent service delivery.

• Natural disasters

• External impacts

• Physical failure

• Operational issues

The consequences of asset failure can have implications on the economic, social, environmental and governance areas of the Council, as addressed in the Council’s risk management plan. Those risks identified as ‘catastrophic’ are required to have a risk treatment plan developed to manage the risks associated with that particular asset.

Risks assessed as ‘very high’ or ‘critical’ require prioritised corrective action, and these are detailed in the AMP summaries.

Where Do We Want to Be?

To have a strong future, Council needs to demonstrate that it is financially sound, operating efficiently and in a strong position to grow and deliver quality services into the future. This requires Council to be:

• sustainable

• efficient

• effective in managing infrastructure and delivering services for communities

• capable of having the scale and capacity to engage effectively across community, industry and government.

Council undertook a service review in 2014, which ensured linkages of service provision to assets and resulted in the rationalisation of some assets. An asset management improvement plan was developed from this and past asset management strategies to guide the Council from its then current situation through to the desired situation of sustainability and best practice asset management. The Asset Management Improvement Plan is a living document, meaning it will be updated and changed over time.

The continual development and enhancement of the Council’s asset management system is an essential part of achieving a sustainable and responsible organisation. As this system develops, so will the accuracy and reliability of the data, enabling improved confidence in associated strategic decision-making. An effective and beneficial asset management system is a continual improvement process, which is a ‘work in progress’ requiring assessment and development for the betterment of the organisation and the community (SOAP – Strategic Organisational Action Plan), reporting and monitoring.

Performance reporting will be undertaken by Council’s Asset Management Advisory Group, which will strategically guide and oversee asset life cycle management for the Council, ensuring that strategic, financial, and operational goals relating to asset management are achieved. This will include a review of the initial findings from the asset management planning process and monitoring and reporting on the achievement of the outcomes in the individual AMPs.

The Asset Management Advisory Group currently includes:

• Director Works & Civil

• Director Corporate

• Manager, Civil Services

• Manager, Strategic Infrastructure

• Manager, Open Spaces & Facilities

• Manager, Water Cycle

• Manager, Finance

• Lead Analyst

• Coordinator Infrastructure Planning & Assets

The members of the group will change over time in line with organisational structure changes and requirements as the Council moves from core to advanced asset management.

It is critical that the Review Group ensures that the Strategic AMPs reflect the operational activities of the Council.