6643 0200 council@clarence.nsw.gov.au clarence.nsw.gov.au
Gumbaynggirr
Message from the Mayor
I want to be part of a society that considers not only the current but future generations, and is inclusive across all ages and nationalities.
About The Clarence 2036
The Community Strategic Plan for the Clarence Valley
The Clarence Valley Community Strategic Plan (CSP), The Clarence 2036, describes how we will achieve the vision for the Clarence Valley, in line with our community’s goals, priorities and aspirations for the next 10 years. It is the highest-level plan that Council will prepare under the Integrated Planning and Reporting (IP&R) Framework and sets the direction for all Council’s activities, identifying key challenges and risks, and linking the community’s priorities to strategies that Council will deliver.
These strategies inform the development of the 4-year Delivery Program and annual Operational Plan, ensuring that Council’s actions are directly aligned with achieving the community’s aspirations. The CSP is a plan for the entire Clarence Valley community, and everybody has a role to play to achieve our region’s vision to be a community full of opportunity.
Integrated Planning and Reporting Framework
The NSW Local Government Integrated Planning and Reporting (IP&R) Framework guides the way Councils in NSW develop, document, report and deliver long term plans for their community. Clarence Valley Council has utilised this Framework, in collaboration with our local community, to ensure our strategic planning and reporting delivers the communities vision for the Clarence Valley.
INTEGRATED PLANNING AND REPORTING FRAMEWORK
COMMUNITY STRATEGIC PLAN (10-YEAR)
The Community Strategic Plan is the overarching document. It identifies the community’s vision, aspirations and priorities for all Council plans and policies.
COMMUNITY ENGAGEMENT STRATEGY
The Community Engagement Strategy is based on social justice principles and details how we engage with our community to prepare the Community Strategic Plan. Council’s Community Engagement Strategy includes the Community Participation Plan.
DELIVERY PROGRAM (FOUR-YEAR)
The Delivery Program establishes the direction for each new Council. It is a statement of commitment to the community by outlining the focus the Council intends to contribute towards achieving the long-term aspirational goals of the community as identified in the Community Strategic Plan.
RESOURCING STRATEGY
Without sufficient resources - money, people and assets, the objectives of the Operational Plan cannot be achieved. The Resourcing Strategy consists of three components: the Long-Term Financial Plan, the Workforce Management Strategy and Asset Management Strategy.
OPERATIONAL PLAN (ONE-YEAR)
Supporting the Delivery Program is an annual Operational Plan prepared by the General Manager and staff. The Operational Plan defines how the commitments of the Delivery Program will be achieved by detailing measurable actions: what the Council will deliver where; how delivery will be resourced; what delivery will cost; who is accountable for each action; and, how performance is measured.
CAPITAL WORKS PROGRAM
Capital works are projects that build, renew or upgrade infrastructure. They include such things as road improvements, resurfacing, intersection upgrades, shared pathways, drainage improvements and new facilities such as community centres, playgrounds and libraries. The CWP can be found in the Operational Plan.
REVENUE POLICY
The Revenue Policy ensures fair and equitable levying of rates and charges in order to provide sufficient funding to carry out services for the benefit of all ratepayers of the Clarence Valley Local Government Area. The Revenue Policy can be found in the Operational Plan.
BUDGET
Council generates income to fund services and assets for the LGA through rates on property, developer contributions, interest on investments, government grants, user charges and business activities. The budget can be found in the Operational Plan.
How is the Community Strategic Plan developed?
The community is at the heart of The Clarence 2036
The CSP has been developed based on ongoing engagement with our local community. In 2022, Council engaged with the community and sought feedback to inform the development of the previous CSP. In 2024, Council once again sought feedback from the community to determine how priorities and aspirations may have changed.
Based on this feedback, a new CSP, The Clarence 2036, has been developed to reflect what the community told us is still important. In addition, feedback has been considered from the 2024 Customer Satisfaction and Community Views surveys. These engagement activities were guided by the International Association of Public Participation (IAP2), as outlined in Council’s Community Engagement Strategy. Feedback from engagement activities is broken down within each Strategic Theme so the community can clearly understand how their feedback has directly informed the new CSP.
A summary engagement report is also included at the end of this document.
The community has informed the development of the CSP, The Clarence 2036, through extensive community engagement:
Social Justice Principles
The CSP has been developed in accordance with the NSW Government’s Social Justice Strategy, which is based on four interrelated principles.
Equity
The fair distribution of resources and opportunities, with a focus on those who need them most.
Access
Ensuring that everyone has equal access to essential resources, such as food, water, healthcare, education and shelter.
Participation
Giving people the opportunity to participate in community and economic life and develop their full potential.
Rights
Recognising the dignity of every person and valuing their human rights.
Quadruple Bottom Line
The CSP has been developed in alignment with the quadruple bottom line – social (community), economic, environment and leadership. Given the priorities of our community, the CSP also includes an additional theme for infrastructure.
Social
• Access and equality
• Cultural activities
• Recreation and active living
• Built environment
• Community facilities
• Heritage
• Public health and safety
• Affordable housing
Environmental
• Water management
• Biodiversity
• Waste management
• Climate change
• Alternative energy
• Air quality
• Environmental impact of development
Economic
• Regional opportunities
• Economic sustainability
• Small business strategies
• Tourism
• Vocational pathways
• Supply chain issues Leadership
• Policy frameworks
• Decision-making
• Representation
• Service levels
• Employer
• Business efficiency
• Ethics
• Consultation
Infrastructure
• Infrastructure that supports active living
• Transport
• Essential infrastructure
• Floodplains and drainage
• Infrastructure that supports community connection
How to read The Clarence 2036
The CSP focuses on four key questions
1 Where are we now?
• About the Clarence Valley
• Strategic context
2 Where do we want to be in 10 years?
• Vision
3 How will we get there?
• Strategic themes
• Objectives
• Community involvement
4 How will we know we have arrived?
• Measures
The CSP is broken down into strategic themes and objectives that identify the community aspiration or outcome and how we plan to get there. Acknowledging that the CSP is a community plan, it also identifies ways that the community can have an active role in contributing to our shared vision. Finally, regular reporting against measures is undertaken to understand how we are tracking.
Roles and responsibilities
The
CSP will require everyone
to work together
The CSP is a plan for the Clarence Valley and requires everybody to work together to contribute to the vision. Depending on the aspiration of the community, Council may play a delivery, partner or advocacy role.
Role Control Outcome
Deliver (D) Council has direct control over the outcome. Council provides full delivery of a range of infrastructure, facilities, programs and services.
Partner (P) Council has direct control over part of the outcome. Council enters formal or informal partnerships to jointly influence the delivery of programs or services. This may include a single organisation or bringing together multiple stakeholders.
Advocate (A) Council doesn’t have direct control over the outcome. Council advocates for our communities, giving a voice to their needs and aspirations.
How is the Community Strategic Plan measured?
Tracking our progress
A broad range of performance measures will be used to evaluate progress in achieving the vision and strategies set out in the CSP, including:
• Customer Satisfaction Survey
• Community Views Survey
• economic indicators
• social indicators
• participation in programs and events
• housing diversity and affordability
• ecological footprint
• investment in infrastructure
• transportation usage.
Each year, Council prepares an Annual Report which measures Council’s performance against key measures as outlined in the CSP, Delivery Program and Operational Plan. Progress is also reported following each 4-year council term in a State of the Valley Report.
About the Clarence Valley
Located in the Northern Rivers region in NSW, the Clarence Valley covers an area of 10,441 square kilometres and has three major centres, Grafton, Maclean and Yamba.
People
Population forecast for 2025: 57,250
Projected population by 2041: 64,121 49 median age 80.7% residents aged over 18 and eligible to vote 2.3 people per average household
2,476
2,262 square kilometres of National Parks, State Forest and Reserves
26,141 dwellings
Economy
$2.89 billion gross regional product in June 2023
Largest industry (by employment): Health Care and Social Assistance generating 4,011 jobs in 2022/23 23 ,769 employed residents 4,319 local businesses
Clarence Valley achieves an overall liveability index of 61.2, performing better than the Northern NSW benchmark (58.5).
Liveability is measured across a diverse range of topics including community values, experiences, local area liveability and future needs, health, wellbeing and financial circumstances, climate change, local area concerns and ideas to improve quality of life.
Source: Community Views, Clarence Valley, .id community demographic resources (online), 2021 Census, NIEIR.
Risks and challenges
The Clarence Valley is continually evolving
The region has experienced changes over the last few years that continue to shape our community and bring opportunities for growth and development. The JLT Public Sector Risk Report (detailed below) outlines the top risks impacting Australian councils, including Clarence Valley Council.
3
Assets and infrastructure
Top five risks for NSW councils
1
Financial stability
The significant impact of past events, as well as the interconnectedness of risks, collectively contribute to financial pressure for councils. This, in turn, affects their bottom line and financial sustainability, ultimately impacting their ability to effectively serve their communities.
2
Cyber security
The risk of a cyber incident is pervasive across all sectors, including local government. Recognising the potential impact an ICT outage, cyber-attack or ransomware can have on a Council and its constituents showcases a growing emphasis on enhancing the protection of systems and data.
4
The breadth, diversity and scale of the assets and infrastructure portfolios managed by local government are immense and varied. The capacity to finance building or maintaining assets and infrastructure is a significant issue for councils, along with the cost of upgrading or repairing. Over the past two years, inflation has had a considerable impact on maintaining, upgrading or replacing assets.
Disaster or catastrophic events
The increase and continual impact of disasters such as floods, bushfires and cyclones significantly impact councils. This is being compounded by the effects of climate change. With limited funds provided to local government to mitigate the effects of events on their assets and infrastructure, councils remain wary.
5
Climate change
Climate change is increasingly causing physical and transitional risks to councils. These risks result in significant impacts on business and function, and the insufficient disaster recovery funds undermine the ability for councils and their communities to recover quickly. This in turn leads to councils being unable to satisfy the needs of the community and meet their expectations.
Other risks
• People and culture
• Business continuity
• Ineffective governance
• Statutory/regulatory
• Waste management
• Reputation risk
• Liability claims
The events of the past four years are still front of mind as councils continue to rebuild their communities.
— Gary OKely, JLT Public Sector Risk Report
Community vision
Strategic themes
The Clarence Valley is a community full of opportunity
Our communities are connected; service needs are met; local economies are balanced and thriving; we live in harmony with the environment and; we continue to strive collectively for a better future.
a community that is safe, connected and inclusive.
Community infrastructure and facilities that are safe, accessible and serve the needs of the Clarence. Infrastructure Economy
a diverse economy that complements the environmental and social values of the Clarence.
Environment a natural environment that is protected from local and global pressures. Leadership open and transparent leadership that effectively sets and delivers the long-term goals of the Clarence.
Community
A community that is safe, connected and inclusive.
Objectives
A proud and inviting community with opportunities to connect, belong and feel safe D, P
The rich cultures of the Gumbaynggirr, Bundjalung and Yaegl people are celebrated D, P
Art and culture are celebrated, and historical assets preserved D, P
Young people are supported in a community that enables growth, development and participation in decision making D, P
A mix of housing options in locations with access to services, health, education and employment D, P, A
What the community said
While the community strongly agree or agree with all the aspirations from the previous CSP, the highest priorities include:
• to be part of a proud and inviting community with opportunities to connect and belong
• a community supportive of its young people and their safety, growth and development
• affordable housing and living standards with health, education and employment opportunities that support a resilient community
• a safe and active community where healthy lifestyles and better health outcomes are encouraged and supported*
• a resilient community that is prepared for natural disasters*
• a community that supports, encourages and celebrates the rich cultural heritage of the Gumbaynggir, Bundjalung and Yaegl people.
*‘A safe and active community’ and ‘a resilient community’ have been included under other themes.
I want to live in a dynamic, creative, innovative community that supports ‘having a go’ and doing things a little differently.
Image by Adam Hourigan.
Strategic context
The population is forecast to grow to 64,121 by 2041. Much of this population is made up of older adults, including retirees, some younger families with large proportion of new arrivals coming from other parts of regional NSW, Gold Coast and Brisbane.
With First Nations people making up 8.1% of our population (compared with 6.6% for regional NSW), we are proud to celebrate and protect the cultural heritage of the Gumbaynggirr, Bundjalung and Yaegl people.
Clarence Valley is home to close to 14,000 people aged 24 years or younger. With university qualifications below that of regional NSW and a relatively high unemployment rate, there is an opportunity to support our youth to grow into proud, active citizens.
The things our community values most about the Clarence Valley is the natural environment, feeling safe, health services, sense of community and affordable, decent housing.
Our community’s connection with each other and open spaces and the environment are essential to maintaining our strong wellbeing and sense of community.
The Clarence Valley is home to more than 55,000 people, with a median age of 49 years, compared with 43 years for regional NSW.
1 Participate in events.
2 Become a library member.
3 Visit the Grafton Regional Gallery or join in on a workshop.
4 Use local facilities and services.
5 Join a local community group or sporting club.
6 Volunteer in your community.
7 Consider safety and if you see something, say something.
8 Get to know your neighbour.
9 Become a lifelong learner and role model for our community.
10 Support community advocacy such as domestic violence prevention.
Image: Garimaa Ngahri dance group.
Measures
Objectives
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
Art and culture are celebrated, and historical assets preserved
• Participation in events and programs.
• Value of donations and sponsorships awarded by Council.
• Library programs and memberships.
• Sense of community – 7.0*
• Satisfaction with libraries – 4.2**
• Satisfaction with support for sport and cultural events – 3.7**
• Participation in decision making (incl. number of face-to-face meetings held and attended).
• Participation in events and programs.
• Participation in cultural events and programs.
• Visitors to Grafton Regional Gallery.
• Cultural facilities - 6.2*
• Satisfaction with cultural facilities –3.4**
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
• Participation in decision making (incl. number of face-to-face meetings held and attended).
• Participation in events and programs.
• Development Applications.
• Development Application timeframes.
• New dwellings.
• Affordable, decent housing – 4.7*
• Health – 4.8*
• Education – 5.2*
• Good job prospects – 4.7*
Maintain
Increase
Maintain
Increase
Maintain
Source: *Community Views, Clarence Valley, .id community demographic resources (online); **Community Satisfaction Survey Sept 2024 (online).
I want live in a community that provides sporting and creative services for young people.
Infrastructure
Infrastructure and facilities that are safe, accessible and serve the needs of the Clarence.
A safe, connected and accessible road network
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 and environmental conditions on infrastructure is minimised
What the community said
While the community strongly agree or agree with all the aspirations from the previous CSP, the highest priorities include:
• a safely maintained transport network (road and bridge)
• communities that are well serviced with essential infrastructure
• floodplain and drainage infrastructure that is maintained in a way that improves amenity and livability
• footpaths and cycleways that are interconnected, functional, well maintained and reach destinations
• disaster mitigation planning to reduce the impact of natural disasters on infrastructure.
I want to live in a community where more people are getting outdoors and active.
Strategic context
Council manages billions of dollars’ worth of community assets including roads and bridges, water and sewer, stormwater, parks and reserves, playground and sporting facilities, cultural and community facilities, holiday parks, a saleyard, an airport, parking facilities, landfills, and waste management facilities and many more.
These assets deliver services to more than 55,000 residents living in towns and villages across 10,441 square kilometres. This relatively small population for the size of the region means the general income from rates does not cover the cost of maintaining and renewing infrastructure to a high standard. Council is reliant on grant funding and partnerships approaches to delivering quality assets.
Creating liveable places across a large and dispersed region means striking a balance between infrastructure that provides access and infrastructure that improves quality of life.
Infrastructure is provided to more than 55,000 residents living in towns and villages across 10,441 square kilometres.
1 Choose to walk or cycle rather than taking the car.
2 Use public transport.
3 Use local facilities and services.
4 Respect our valley – leave spaces as you found them.
5 Get out enjoy parks and public spaces.
6 Report safety and maintenance issues to Council.
7 Obey road rules and load limits on roads and bridges.
8 Report vandalism or loitering around public amenities.
Measures Objectives
A safe, connected and accessible road network
• Completion of high priority road defects.
• Satisfaction with maintenance of sealed roads – 2.3**
• Satisfaction with maintenance of unsealed roads – 2.2**
• Satisfaction with maintenance of bridges – 3.5**
Well serviced communities with access to essential infrastructure including water, sewerage, public amenities and facilities
• Quality of drinking, ground and surface water.
• Prevention of sewerage incidents.
• Provision of park open space and facilities (e.g. hectares of parks per 1000 people).
• Investment in new and upgraded facilities.
• Satisfaction with sporting facilities – 3.5**
• Satisfaction with parks, reserves and playgrounds – 3.6**
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 and environmental conditions on infrastructure is minimised
• Actions delivered under the flood management plans.
• Satisfaction with flood plain and coastal management – 2.7**
• New and upgraded walking and cycling infrastructure.
• Satisfaction with footpaths and cycleways – 3.1**
• Community confidence in ability to adapt to climate change.
• Participation in disaster readiness.
Source: *Community Views, Clarence Valley, .id community demographic resources (online); **Community Satisfaction Survey Sept 2024 (online).
I want to live in a place that has climate-aware resilient infrastructure.
Economy
A diverse economy that complements the environmental and social values of the Clarence.
Objectives
Business led innovation is supported and encouraged
An attractive environment for industry and local businesses to flourish P, A
P, A
Dispersed and sustainable tourism
Telecommunications that adequately service the community
Employment and education are diverse and accessible
What the community said
While the community strongly agree or agree with all the aspirations from the previous CSP, the highest priorities include:
• support for community and business led innovation that creates a diverse and vibrant community
• an affordable and attractive environment for local business to flourish
• sustainable tourism that benefits the whole of the local government area
• adequate telecommunications to service economic growth
• diversification of employment and education that provides opportunities for young people and families to stay in the area.
‘Attractive environment for business’ and ‘support for community and business led innovation’ have been combined.
I want to live in a community that celebrates the river more.
Strategic context
The Clarence Valley is a growing region with an expanded sense of opportunity.
Our local economy needs to be strong and diversified to provide a range of services to our community, resilience during economic downturns and employment opportunities for residents.
The availability of employment is vital to retaining our youth, to attract skilled workers and their families and reduce overall unemployment with a resultant increase in community wellbeing.
Health care and social assistance are the leading sectors in the Clarence Valley. Other major sectors include construction, public administration and safety, agriculture, forestry and fishing, education and training and retail trade.
Our tourism industry continues to grow, drawing visitors to the region. Sustainability is key to balancing the growing number of new visitors with seasonality and infrastructure to ensure our environment and quality of life aren’t compromised.
Sustainability and balancing growth in new businesses with infrastructure is key to ensuring quality of life isn’t compromised.
1 Be a local tourist.
2 Talk positively about our region and encourage people to come and visit.
3 Join a local chamber or industry group.
4 Participate in business events and networking opportunities.
5 Buy local and support local businesses.
6 Be a mentor.
7 Create opportunities for traineeships, work experience and apprenticeships.
Measures
Objectives Indicator Trend
Business led innovation is supported and encouraged
An attractive environment for industry and local businesses to flourish
Dispersed and sustainable tourism
• Business and industry partnerships.
• Participation in programs and events.
• Percentage of Council contracts awarded to local businesses. Increase
• Gross Regional Product - $2.89 billion***
• Businesses – 4,319*** Increase
• Visitor numbers (day trip and overnight).
• Visitors spend.
• Tourism businesses.
• Economic return on council sponsored events. Increase
Telecommunications that adequately service the community
Employment and education are diverse and accessible
• Digital Connectivity Index:
• Access – 88
• Affordability – 72
• Demographics - 40 Increase
• Employment by industry sector –22,899***
• Workforce with Diploma or higher – 29.7%***
• Participation in programs.
• SEIFA Index – 940*** Increase
Source: *Community Views, Clarence Valley, .id community demographic resources (online); **Community Satisfaction Survey Sept 2024 (online); *** National Institute of Economic and Industry Research 2023.
I want to live in a community where planning facilitates sustainable tourism.
Environment
A natural environment that is protected from local and global pressures.
Objectives
Natural environments, ecosystems and native Flora and Fauna are enhanced and protected
Coastline, waterways and natural environment are healthy
Green space is maintained and used responsibly
Protection of the environment is encouraged through initiatives and education
Reduce, reuse and recycle are priorities in the community
P
P
P, A
P, A
What the community said
While the community strongly agree or agree with all the aspirations from the previous CSP, the highest priorities were:
• protect and enhance our natural environments, ecosystems and native Flora and Fauna actions that maintain the health of our coastline and waterways and natural environment
• enhanced maintenance of green space in a way that encourages responsible use
• a community that doesn’t support detrimental mining activities
• opportunities for equal access to enjoy the outdoors*
• a community that follows the three Rs of waste – reduce, reuse, recycle.
*‘equal access to the outdoors’ to be considered under ‘green space is maintained and use responsibly’.
I love the Clarence Valley because we’ve got access to so many beaches, as well as the mountains and the river.
Strategic context
The natural environment of the Clarence Valley is intrinsic to its culture and character, forming the basis for much of the social, recreation and economic activity.
The natural environment features an extensive river network, floodplains and wetlands, vast beaches and coastline, rainforest and national parks, scenic mountain ranges, rural hinterland and diverse agricultural land.
While the environment is a defining characteristic, it also brings inherent risk through exposure to a range of weather and climate events including river and coastal erosion, drought, flood, bushfires and heatwaves.
With natural disasters becoming more frequent and intense, more people and assets are being exposed and are vulnerable to these disasters. This presents a significant challenge in ensuring our community is resilient in the face of environmental change.
It also elevates the need to take action to protect our environment and encourage community-wide shifts to become more sustainable.
Access to the natural environment is the most important factor driving liveability in the region.
1 Keep the environment clean.
2 Install energy efficient features and appliances at home.
3 Plant and/or retain native plants and trees on your property.
4 Invest in renewable energies.
5 Be water smart.
6 Drink tap water instead of bottled water.
7 Reduce, reuse, recycle.
8 Dispose of waste correctly – put recycling in the yellow bin, non-degradable waste in the red bin and degradable waste in the green bin.
9 Join a local Landcare or Dunecare group.
10 Don’t litter – put rubbish in the bin or take it with you.
11. Plan and prepare for natural disasters.
Image: Yuraygir Coastal Walk, traverses the coastline of Yuraygiur National Park, from Angourie to Red Rock.
Measures
Objectives Indicator Trend
Natural environments, ecosystems and native Flora and Fauna are enhanced and protected
• Connectivity of habitats.
• Populations of threatened species.
• Controls to mitigate exceedances and breaches.
• Satisfaction with protection of natural environment and diversity – 3.2** Maintain
Coastline, waterways and natural environment are healthy
• Water quality of local waterways. Maintain Green space is maintained and used responsibly
• Tree canopy.
• Tree management – public and private.
• Projects and actions that connect the community with the environment.
• Projects and actions that ensure sustainable usage of green spaces. Increase
Protection of the environment is encouraged through initiatives and education
Reduce, reuse and recycle are priorities in the community
• Partnerships to manage the environment.
• Community participation in water and waste programs. Increase
• Water consumption.
• Waste going to landfill.
• Recycling diverted from landfill.
• Green waste diverted from landfill. ReduceIncrease
Source: *Community Views, Clarence Valley, .id community demographic resources (online); **Community Satisfaction Survey Sept 2024 (online).
I want to live in a community where development is sustainable and cognisant of the environment.
Leadership
Open and transparent leadership that effectively sets and delivers the long-term goals of the Clarence.
Objectives
Council is accountable and representative with open and transparent leadership
Council is financially responsible and sustainable
Council represents, advocates and demonstrates a positive and connected partnership with all levels of government
Diverse views are considered in decision making
Resources and services are managed efficiently and effectively
What the community said
While the community strongly agree or agree with all the aspirations from the previous CSP, the highest priorities were:
• an accessible local government with improved responsiveness and transparency in its actions
• a strong, accountable, representative government that engages broadly with the community in a genuine, respectful way
• an effective and efficient organisation that operates in a financially responsible and sustainable manner
• a strong leadership between all levels of government and partnerships with community to deliver outcomes that benefit residents
• decision making is informed by diverse views and broad representation
• a high standard of customer service.
I want to live in a community where the council advocates for the needs of all people within the LGA.
Strategic context
Clarence Valley Council is the largest local government area on the North Coast. Grafton was the first city on the North Coast and this historic centre is the hub of services and opportunities for people of the Clarence Valley, supported by the other major towns Maclean and Yamba and over 60 villages across 10,411 square kms.
Clarence Valley is well positioned for connections and partnerships with councils in the Northern Rivers and Mid North Coast.
With a stable but small population relative to size, digital transformation is key to delivering equitable, efficient and modern services to customers.
Council plays a critical role in advocating for services such as health with the NSW Government committing more than $250 million to the significant expansion of Grafton Base Hospital.
Digital transformation is key to delivering equitable, efficient and modern services to customers.
1 Join our community engagement panel.
2 Support Council to advocate for our valley.
3 Speak up on issues that are important to you.
4 Stay up to date by signing up to our weekly e-newsletter.
5 Stay up to date on Council meetings and outcomes.
6 Stand for election to Council to represent your region.
7 Participate on a Council advisory committee.
8 Provide feedback to Council regarding services and customer service.
9 Volunteer and take part in community groups.
10 Vote in elections and talk to your local Council and Councillors.
Measures
Objectives Indicator Trend
Council is accountable and representative with open and transparent leadership
Council is financially responsible and sustainable
Council represents, advocates and demonstrates a positive and connected partnership with all levels of government
Decisions are made with information that is informed by diverse views and broad representation
• Decisions of council are implemented.
• Reporting of governance activities.
• Independent Audit Risk and Improvement Committee activities.
• Annual Report. Maintain
• Reporting under the IP&R Framework or legislation. Maintain
• Advocacy on issues relevant to the community.
• Formal meetings with federal and state representatives.
• Formal meetings with norther rivers councils.
• Satisfaction.
• Community engagement panel.
• Participation in engagement.
• Participation in Youth Pilot Program.
• Participation in First Nations engagement.
• Participation with people with a disability.
Resources and services are managed efficiently and effectively
Increase
Increase
• Conduct service review program.
• Conduct Internal Audit program. Maintain
Source: *Community Views, Clarence Valley, .id community demographic resources (online); **Community Satisfaction Survey Sept 2024 (online).
I want to live in a community where everybody works together and there is more information sharing and discussions.
Partnerships and alignment
While the CSP is the community’s plan, it also considers alignment with regional, state, federal priorities: Federal, state and regional alignment
• NSW Government Premier Priorities
• North Coast Regional Plan 2041
• NSW Government Net Zero Plan Stage 1: 2020-2030
• Transport for NSW Future Transport Strategy
• Infrastructure NSW State Infrastructure Strategy 2022-2042
• NSW Government Creative Communities Policy
• Economic Development Strategy for Regional NSW
• NSW State Infrastructure Strategy 2024-2033
• State Library of NSW Strategic Plan
• NSW Disability Inclusion Plan.
Councils plans and strategies
In addition to these state and regional plans, Council has developed several key strategies which contribute to achieving the CSP:
• Disability Inclusion Action Plan
• Reconciliation Action Plan
• Crime Prevention Strategy
• Clarence Regional Library Strategic Plan
• Local Housing Strategy
• Active Transport Strategy
• Pedestrian Access Mobility Plan
• Flood Risk Management Plans
• Open Space and Recreation Management Strategy
• Facilities Management Plan
• Integrated Water Cycle Management
• Regional Economic Development Strategy 2023
• Destination Management Plan
• Lawrence Community Economic Development Plan
• Local Strategic Planning Statement
• Employment Lands Strategy
• Rural Lands Strategy
• Green Infrastructure Strategy
• Environmental Management Strategy
• Biodiversity Strategy
• Bush Regeneration Strategy
• Coastal Management Programs
• Urban Tree Strategy
• Solid Waste Management Strategy.
Community engagement
The Clarence 2036 brings together feedback from the community from a range of different engagements and surveys
Part 1 Clarence Valley-wide Community Engagement
Project type: Strategic direction (Integrated Planning and Reporting).
Purpose: Understand the level of community support for the community aspirations in the previous CSP and identify any new aspirations.
IAP2 Spectrum: Involve community in process so ideas are considered.
Level of engagement: High impact – LGA wide.
Engagement period: August to October 2024 (>6 weeks).
Stakeholders: Residents, First Nations people, young people.
Methods:
• Informed via website, social media, e-newsletter, newspaper (212,712 reach)
• Engagement hub on Clarence Conversation (5,900 informed visitors)
• Online survey via Clarence Conversations (68 completed surveys)
• Face-to-face drop-in sessions (11 face-to-face sessions)
• Dot voting (321 votes)
• Focus groups with stakeholders
• Direct – letters and email (3 received).
Insights:
• The vast majority of the community agreed or strongly agreed with the aspirations from the previous CSP
• Feedback indicated that it isn’t clear how the relate to the day-to-day operations of Council
• The support for themes ranked in the following order: society (community), environment, infrastructure, leadership and economy
• Feedback indicated that some of the aspirations were confusing and would benefit from further simplification and refinement
• Other ideas from the community related to specific action of Council rather than objectives, and are being used to inform the development of the Delivery Program and Operational Plan.
Part 2
Community Views Survey
Date: October to November 2024.
Objective: provide a representative understanding of the community’s views in relation to a diverse range of topics including community values, liveability, local area concerns and ideas to improve quality of life.
Delivery: external consultant – Informed Decisions.
Methods: 526 online surveys.
Insights:
• Clarence Valley achieves an Overall Liveability Index of 61.2, performing better than the Northern NSW benchmark but falling short of the Australian average
• ‘High quality health services’ is a critical concern, particularly to the ageing population
• Residents are vulnerable to the effects of climate changes and preparedness for dealing with natural disasters is variable
• Although local housing conditions compare favourably to national benchmarks, renting is becoming increasingly challenging
• The Clarence Valley community is diverse, and there are some clear generational and special difference is values and experiences.
Report: a full copy of the report is available online at views.id.com.au/clarence-valley
Part 3
Community Satisfaction Survey
Date: July 2024.
Objective: provide a representative sample of community feedback to understand key issues, community priorities and satisfaction on a range of services and facilities.
Delivery: external consultant – Taverna.
Methods: 401 telephone surveys.
Insights:
• The top-rated facilities and services for satisfaction were libraries, lifeguards, sewerage and support for sport and cultural events
• The lowest-rated facilities and services for satisfaction in 2024 were development application processing, maintenance of unsealed roads, maintenance of sealed roads and economic development
• The most important uses of Council resources were maintenance of unsealed roads, flood plain coastline management and protection of the natural environment.
Report: a full copy of the report is available online at clarence.nsw.gov.au
Artworks by local children, showing what they love most about living in the Clarence Valley. Clockwise from top, artworks by Alice Inglis, Miley Abraham and Phoebe Harris.