Delivery Program Progress Report January 2025 to July 2025 by Clarence Valley Council

DELIVERY PROGRAM

Progress Report

January - June 2025

ACKNOWLEDGEMENT OF COUNTRY

Clarence Valley Council acknowledges the Bundjalung, Gumbaynggirr and Yaegl Peoples as the Traditional Owners of the land on which we live and work.

We honour our First Nations people’s culture and connection to land, sea and community.

We pay our respects to their Elders past, present and emerging.

Three Mobs, One River artwork by Frances Belle Parker, Joe Walker, Deborah Taylor

IP&R Framework and the Delivery Program

The purpose of the Delivery Program Progress Report is to enable councilors to understand how council is tracking in the context of the commitment it has made to the community through the Delivery Program

The Delivery Program is one part of the Integration Planning and Reporting (IP&R) Framework, which describes the system of integrated business planning for local government.

All the documents are integrated and are demonstrated in the following IP&R diagram opposite.

The Delivery Program aligned to the five themes in the Community Strategic Plan (CSP)

SOCIETY

Creating a place where people are healthy, safe, connected and in harmony with the natural environment to retain and improve the quality of community life.

INFRASTRUCTURE

Maintaining our diverse infrastructure base to serve the needs of the Clarence.

ECONOMY

Strengthening and diversifying the region’s economic base in a way that complements the environmental and social values of the Clarence.

ENVIRONMENT

Valuing, respecting and actively participating in the care and management of the Clarence’s natural environment for current and future generations.

LEADERSHIP

Setting the overall direction and long-term goals for the Clarence in

Community Engagement

Council continues to work on ways to communicate achievements to the community. Highlights of achievements can be located in the ‘CLARENCE’ magazine.

This magazine comes out at the end of each quarter (October, January, April and July) and summaries activities and actions as outlined in the operational plan which links to the strategies in the Delivery Program.

The magazine can be read online via our webpage https://www.clarence.nsw.gov.au/Council/ClarenceMagazine

Limited hard copies are also printed and distributed across the Valley, copies can be picked up at any of the CVC locations such as the libraries, Grafton Regional Gallery and our Administration Officers.

Checkout our Noticeboard ENews

Receive the weekly Noticeboard ENews direct to your inbox and stay up to date with our latest project activities, advertised DAs, items on exhibition, announcements and other important information.

Go onto the CVC website to subscribe www.clarence.nsw.gov.au/Connect-with-Us

Connect with Us

Website –www.clarence.nsw.gov.au

Email – Council@clarence.nsw.gov.au

Facebook - www.facebook.com/clarencevalleycouncil/

LinkedIn - www.linkedin.com/company/clarence-valley-council/

SOCIETY

OBJECTIVE SO1: To be part of a proud and inviting community with opportunities to connect and belong.PL3_ SPL3_DESC}

STRATEGY ACTION

SO1.1 Establish a rolling program to document Community Economic Development Plans for towns and villages throughout the LGA.

Deliver a Community Economic Development Plan for Clarence Valley Towns/Villages

Implement an LGA wide Community Engagement Program

STATUS UPDATE

The Community Economic Development Strategies for Clarence Valley towns and villages are being reviewed. This process will continue to be further reviewed and refined in 2026 to ensure alignment with community needs and economic goals.

Early engagement undertaken to support the preparation of Integrated Planning and Reporting documentation (Community Strategic Plan and Community Engagement and Participation Plan) including 15 drop in sessions, targeted stakeholder workshops and online surveys.

A total of 24 engagements delivered via Clarence Conversations and promoted through Council channels.

SO1.2 Strengthen the Clarence Valley identity

Support the running of events and activities through the annual Events and Sports Tourism sponsorship program

Council allocated $46,100 through the Sports Tourism Events Sponsorship program to support key events such as the NSW Hockey Field State Championships, Transmoto - 8 hour, Open Bowls Pennants State Final, Wave Ski Surfing Australia, Jacaranda Basketball Carnival, Yamba Triathlon and Grafton to Inverell Cycle Classic. This sponsorship is anticipated to generate $5,655,294 in economic benefit.

Council allocated $21,500 through Round One of the Special Events Sponsorship Program to support key events including Maclean Women's Golf, Yamba Roadrun, Grafton December Weekend of Rowing, Yamba Ladies Three-Day October Tournament, Iluka Mermaid Festival, Yamba Ocean Swim, Grafton Jacaranda Festival, GBomb and Harwood Sugar Mill 150th Celebration. This sponsorship is anticipated to generate $10,884,160 in economic benefit.

Council allocated $35,000 through Round Two of the Special Events Sponsorship for events commencing in 2025.

In the 2024/25 financial year, the Annual Event and Sports Tourism Sponsorship Program supported over 20 diverse community and sporting events across the Clarence Valley, ranging from local tournaments to large-scale festivals. With total funding of approximately $93,000 allocated through two competitive rounds, the program enabled economic and social benefits by providing merit-based financial assistance to events that demonstrated strong community engagement, tourism impact, and return on investment.

Deliver the annual 'Illuminate Jacaranda' project in See Park Illuminate, held at See Park in Grafton from 18 October to 10 November 2024, was a key part of the Jacaranda Season, transforming the park with illuminated Jacaranda trees and entertainment organised by the Jacaranda Festival. This vibrant activation boosted the night-time economy by attracting 3,500 attendees on the opening night, encouraging overnight stays and increasing local spending. The annual 'Illuminate Jacaranda' project was promoted via the My Clarence Valley budget across online, print, national, local, and social media channels.

Support ANZAC commemorative events

Host Clarence Valley Citizen of the Year Awards

Host citizenship ceremonies

Events delivered with Councillors attending events in Grafton, South Grafton, Ulmarra, Chatsworth, Lawrence, Maclean, Yamba,

Ceremonies held 23rd Jan, March 19 & June 18

OBJECTIVE SO2: A community that supports, encourages and celebrates the rich cultural heritage of the Gumbaynggir, Bundjalung and Yaegl people and provides space for active community participation and strong relationships with local Traditional Owners.PL3_ SPL3_DESC}

SO2.1 Implement Signage Strategy including recognition of language.

Implement Annual Signage Program

The next phase of the Corporate Signage Project is focused on; 1) new PARK ID signage for regional and district parks / reserves, 2) replacement of the failing Coastal Risk Management signage extending from Wooli to Minnie Water, and 3) customer requests.

SO2.2 Develop and endorse a Reconciliation Action Plan (RAP).

Finalise the CVC Reconciliation Action Plan & oversee the implementation of actions. Report on outcomes annually

SO2.4 Investigate options for developing a cultural capability framework.

SO2.5 Engage with the Aboriginal Traditional Owners to grow and understanding of culture.

Prepare a business case for a Cultural Capacity Framework

Deliver the Aboriginal Engagement Framework to ensure effective engagement, communication and participation with First Nations communities within the local government area

The Clarence Valley Council Innovate RAP was formally endorsed by Reconciliation Australia (August) and endorsed by Council for implementation (November). Implementation highlights included: Partnership with Mudyala Aboriginal Corporation for the Townsend Collective development, interpretive signage and dual language signage for townships already on Yaegl country, NAIDOC Week and Close the Gap event celebrations, 0.73 percent increase in First Nations worked employed, Yaegl language video implementation of the First Nations Engagement Schedule and consultations to progress development of the CVC Cultural & Engagement Protocol.

An update of all RAP actions has been reported to the July 2025 Council meeting.

Scoping of project and three stakeholder consultation sessions have been completed. The cultural and engagement components of the document are in first draft and aligned with the new CVC Community Engagement Strategy with Participation Plan.

Council endorsed the plan for the First Nation Engagement Framework in November including community roundtables, meetings with LALCs, TOACs and Elders groups. Councillors attended cultural awareness training prior to the first roundtable meeting. More recently, meetings with land councils have been postponed due to internal resourcing and wider community issues. The Yamba Community Roundtable was cancelled due to sorry business.

Finalise a Facilities Operational Management Plan for Yamba Community Centre Precinct

An operational plan for the Yamba Library and Community Centre has been drafted. The plan will be completed in Q4 to include the detailed operational requirements of the building. Continue Indigenous Land Use Agreements discussions related to Holiday Parks Progress of the ILUA is currently on hold.

OBJECTIVE SO3: A safe and active community where healthy lifestyles and better health outcomes are encouraged and supported with accessible infrastructure for residents of all ages and abilities.PL3_ SPL3_DESC} STRATEGY ACTION

SO3.1 Support Chambers to identify and seek funding for crime prevention and safety technology, activities and programs.

Review any opportunities for funding to deliver actions from the Crime Prevention Strategy. Complete actions outlined for 2024/2025

Continued support of the Clarence Valley Domestic and Family Violence Committee via meeting attendance as internal resourcing allows.

SO3.2 Advocate for adequate medical and allied health services to meet the needs of community.

SO3.3 Create a network of shared pathways for use by pedestrians, cyclists and those using mobility aids.

Partner with internal and external stakeholders to coordinate a response to emerging community safety issues

Council supported the CV D&FV Committee to deliver the 16 Days of Activism event held on 4 December. Approximately 200 community members and services attended including Council leadership and elected members. In May, CVC street banners and a banner on the Maclean Showground fence, acknowledged Domestic and Family Violence month.

Identified multi-year funding under Department of Communities and Justice (DCJ) domestic and family violence primary prevention initiative. Council's application was assessed in Stage 2 of this highly competitive grant program as unsuccessful.

Continued communications campaign delivered to promote increase community vigilance including 'Look Lock Leave' and 'If you See Something Say Something'. Supported a meeting between concerned Grafton retail owners and Police re offences being committed at this time.

Have provided feedback to Serco on their bus fit out program for use in homeless space as a potential project. Awaiting feedback.

CCTV Cameras were installed in key streets of Yamba to deter crime and support police in investigating cases.

Partner with local police to install security cameras in crime hotspots in Yamba. Cameras will assist in deterring crime and with investigating cases.

A meeting is scheduled with stakeholder to discuss strategies to address antisocial behaviour and vandalism in response to damage to the levy wall artwork / photography at Lane Boulevard, South Grafton.

Feedback to Serco in relation to their Bus fit out project and alignment with homelessness issues locally as a possible solution. will link Serco with housing providers if requested.

Provision of ongoing advice to CVC Communications team re media enquiries in relation to Truck Memorial Park.

Advocate as opportunities arise

Plan and deliver projects in accordance with the Active Transport Strategy to create a network of sharted pathways for those using mobility aids

Council advocating as opportunities arise.

Ongoing action. Infrastructure projects are being designed with consideration of being accessible for all path users, including those with mobility aids.

SO3.4 Establish Advisory Committees to provide input to the planning of community assets

Administration of the Clarence Valley Access Committee Council adopted a new Advisory Committee structure following election.

Oversee the engagement and governance of the advisory and s355 committees post September election with updated terms of reference and committee handbook

Administration of the Clarence Valley Community and Cultural Committee

Administration of the Clarence Regional Library Advisory Committee

Section 355 Committees were reaffirmed by the new Council within the required timeframe post election.

The Advisory Committee Framework was adopted by Council in an ordinary meeting on 20 February 2025.

The Committee Handbook has been updated and induction sessions were completed with Committees in the month of May 2025.

On hold until Council's advisory committees are re-established following election of the new Councillors.

Second CRL Committee Meeting held on 13 March at Grafton Library. CRL Committee Agendas, Reports and Minutes completed on time. Update provided on the CRL Strategic Action Plan, and proposed CRL Reserve expenditure for Bellingen Shire Libraries was discussed.

SO3.5 Promote use of council sporting, cultural and community facilities

Review current term advisory committees and make recommendations to committees for next term of Council in October 2024

Engage with internal stakeholders to promote Council sporting, cultural and community facilities with various forms of communications including the Clarence Magazine

Promote the use of Council's sporting facilities through the administration of the Clarence Valley Sporting Committee

Support the operations of Council owned aquatic and sporting facilities

Completed. 4 advisory committees were adopted by Council in alignment with Council's Community Strategic Plan. The Committees were based on key themes being Community, Infrastructure, Economy and Environment. The Advisory Committee Framework was adopted in Council's ordinary meeting on 20 February 2025.

Promotion of the Clarence Regional Aquatic Centre, Yamba Library and Community Centre, Grafton Regional Gallery, Clarence Regional Library and sporting facilities across website, social media, e-newsletters and Clarence Magazine.

Committees were endorsed at the November 2024 OCM. Currently in the process of confirming membership. The first scheduled meeting of the committees is in March 2025.

Regular ongoing grounds and facilities maintenance and inspections have been completed throughout the year. Extreme weather events, flooding, and prolonged wet weather have restricted access to many sportsfields for their use and maintenance. Drainage upgrade projects completed in recent years at some sportsfields have proved to be effective in keeping respective fields more accessible and playable compared to preupgrade.

Provide clear communication on the development of the Regional Aquatic Facility

Pools off-season maintenance and capital works have been completed, with some unplanned issues requiring attention, such as faults with pumps and chlorination systems. Off-season works in calendar year 2025 are underway and on-track to be completed before pool re-openings. In accordance with a Council Resolution, the management contracts for Maclean and Glenreagh pools were extended for one more year, and Council will be taking on the management of Yamba pool in the short term. Both of these arrangements enable Council to review options for ongoing management of these pools going forward and, if external management is preferred, new management contracts to be tendered and executed.

Sports facilities lease/licence holders and user groups, including sports clubs, continue to be supported in their use of these facilities. The Open Spaces team administered the Upper Clarence and Lower Clarence Sports Committees throughout the year and have managed the Sports Committees capital works grant funding process, with all funding allocated to a total of 17 projects.

Regular updates on the Regional Aquatic Centre have been provided through media releases, facebook posts, website updates and direct email with the Community Focus Group. Updates have also been provided at the Manager presentation to the Councillors in December and the workshop regarding the opening event.

OBJECTIVE SO4: A community in which cultural assets and public art is valued and plays a role in celebrating local arts as well as bringing innovative opportunities to the Valley.PL3_ SPL3_DESC}

STRATEGY

SO4.1 Develop a public art program that recognises local artists and culturally heritage.

Deliver collection valuation and online search engine to provide community access to the CVC collection

Collection Valuation:

In July 2024, Jon Dwyer of Dwyer fine Art visited Grafton Regional Gallery to undertake a valuation of the Gallery’s collection. The collection was valued at $3.9 mil in 2018, and has now been valued at $5.8mil.

Since 2018, the number of objects in the collection has grown from 3,260 to 3,424 in 2024.

GRG Collection Online:

SO4.2 Partner, participate and support cultural and artistic activities being coordinated by communities across the Valley.

Deliver the 2024/2025 Grafton Regional Gallery Artistic Program to provide community access to arts programs

Stage 1: Copyright permission from all collection artists. This stage is approximately 75% complete. Not all copyright documents that’ve been sent out have been completed and returned.

Stage 2: (not started) Prepare approved artworks in Vernon system with description and format photography for use in online collection database.

A total of 30,696 people visited the Grafton Regional Gallery (GRG) to see a diverse range of exhibitions, programs, and events.

There were a total of 13 exhibitions and 103 program/events featured 119 artists engaged 4,731 participants.

GRG reached 207,246 people via the website, Facebook, Instagram.

Delivered the 2024 JADA which received 559 entries, 434 artists, 65 finalists.

Support local artists to participate in public art projects in line with the Public Art Policy

July 2024: Community launch of South Grafton Levee mural (Lane Boulevard) by Gumbaynggirr artist Debby Taylor featuring First Nation families of Grafton.

26 June to 13 October 2024: The Birds of Australia STORYBOX in Memorial Park, Prince Street, Grafton in partnership with the Australian Museum

February 2025: Grafton Reginal Aquatic Centre – Installation of public artwork by Clarence Valley Artist, Alistair Stark as part of the grandstand screen (with Open Spaces)

May 2025: Three public artworks installed as part of the Yamba CID project (with Economic Development). These include the Yamba Story Posts by Yaegl artist Fiona Vesper, Yamba Street Mural by Nitsua and NBN transformer cover by Liz Hardaker.

Deliver Plunge Art and Culture Festival and support cultural activity across the LGA

Develop programs in consultation with Traditional Owners that facilitate cultural awareness and understanding

The 13th Plunge Arts & Culture Festival ran in April 2025 with more than 100 events across the Clarence. Highlights include the creation of an Urban Sketchers Group that has continued to meet, live music sector gatherings in Grafton and Brushgrove and partnerships with local radio stations which promoted creatives from all disciplines.

GRG partnered with Arts Northern Rivers and Bundjalung curator Kylie Caldwell to develop and present the Bulaan Buruugaa Ngali Exhibition opening in Grafton in December 2024 and travelling to two venues in the Northern Rivers in 2025.

SO4.3 Create opportunities for local artists to develop their talent.

Support the implementation of actions from the Clarence Valley Cultural Plan to promote cultural activity in the Clarence Valley

Support internal and external stakeholders to develop public art projects in line with the Clarence Valley Council Public Art Policy

Community consultation for the development of the Clarence Valley Cultural Strategy to commence in March 2025. Actions from the 2022 CV Cultural Strategic Plan continue to provide community outcomes through community cultural development programs (partnerships, promotion, and participation), vibrant cultural and public spaces (Clarence Valley Libraries, museums, and galleries), and public art and signage outcomes.

July 2024: Community launch of South Grafton Levee mural (Lane Boulevard) by Gumbaynggirr artist Debby Taylor featuring First Nation families of Grafton.

26 June to 13 October 2024: The Birds of Australia STORYBOX in Memorial Park, Prince Street, Grafton in partnership with the Australian Museum

February 2025: Grafton Reginal Aquatic Centre – Installation of public artwork by Clarence Valley Artist, Alistair Stark as part of the grandstand screen (with Open Spaces)

Implement the Grafton Regional Gallery Retail Plan

Deliver the Get Connected programs for targeted groups including; On Record – Celebrating our Seniors and Live ‘n’ Loud at your Library

Implement the Clarence Artist Program to provide skills development opportunities for local artists

GRG Retail Implementation Plan activities included: development of merchandise, trialing new merchandise, and developing new marketing resources.

Multiple events and programs undertaken at all library locations as part of school holiday activities, regular weekly and monthly library programming as well as one off events of community interest.

Clarence Artist Projects (CAP) on track to launch in January 2025.

OBJECTIVE SO5: An inclusive community where diversity is respected and Clarence Valley residents, regardless of age or ability, have equal access to quality services, events and opportunities.PL3_ SPL3_DESC}

STRATEGY

SO5.1 Review of accessible parking in towns.

Review accissible parking in towns through planning and designing road safety and traffic improvement projects identified through customer feedback, the Safe Systems

Working Group, Local Traffic Committee and State and Federal funded road safety programs

Accessible parking spaces have been installed in the following locations:

2 x Prince Street, Grafton.

2 in Maclean CBD public carpark

1 x River Street, Maclean to access the new pathway

1 x Spooky Beach, Angourie

SO5.2 Consult with representative groups on major infrastructure proposals. Consult on major infrastructure proposals as part of planning and designing projects identified through customer feedback, the Safe Systems Working Group, Local Traffic Committee and State and Federal funded road safety programs Safe System Working Group meetings are held monthly and Local Traffic Committee every second month. The consideration of major infrastructure proposals at these meetings is an ongoing action.

SO5.3 Offer community groups and not for profits support to access funding to deliver services that meet the needs of residents and visitors alike.

Build the capacity of community organisations and groups to access external funding opportunities

Facilitate the delivery of the Community Initiative Program and the Cultural and Sports Trust Fund

A total of 91 organisations were provided with support to access external funding opportunities via project planning advice, links to funding programs, application advice and suggestions. Organisations including but not limited to; Communities of Practice, Minnie Water General Store, Cv Landcare, Yamba Bowling Club, Grafton netball, Lawrence Over 50's, Hernani School, Maclean Men's Shed, Pelican Playhouse ad ICOPE.

Advice and support are building the capacity of community groups and organisations to access external funding programs and develop project proposals that meet the needs of the local community and align with the CVC CSP.

A grant writing toolkit has been drafted and will be rolled out in grant writing one on ones and in small group session in 25/26.

Attended 2 2025 Clubgrant Committee meetings to support this program through advertising the open round on council channels and assessing applications against local priorities. 9 other stakeholders in attendance on committee.

In 24/25 round 1, 49 community organisations were supported with $59,838 in donations under round 1 of the Community Initiatives Program.

Council endorsed support for another 20 community organisations with $14,841 in donations under round 2 of the Community Initiatives Program.

25 young people were supported with grants to attend a sporting or cultural events under Cultural and Sports Trust Fund Program.

In addition to delivery of both projects, the Cultural and Sport Trust Fund Policy has been reviewed and updated and is expected to be endorsed at the July 2025 council meeting and the Community Initiatives Program has had a desktop review and consultation with internal stakeholders. Further consultation is planned before recommendations are made.

In round 1 of the 25/26 program, 38 applications have been funded to a value of $68,811.45.

Support the community through the Annual Event and Sports Tourism Sponsorship Program

SO5.4 Identify barriers to use of Council’s sporting, cultural and community facilities to inform decisions about future improvements.

OBJECTIVE

SO6:

Identify barriers to us of council's sporting facilities through the Administration of the Clarence Valley Sporting Committee

Council established committees at the November 2024 OCM. Committee membership is currently being confirmed. The first scheduled meeting of the committees is scheduled in March 2025.

A community supportive of its young people and their safety, growth and development and their participation in decision making that affects them.PL3_

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STRATEGY

SO6.1 Investigate opportunities for decision making to be informed by the views of young people.

ACTION

Establish a Youth Voice Pilot Program to give young people an opportunity to engage in decision making that affects them

STATUS UPDATE

This year the Youth Voice Pilot program has proved to be a successful model in engaging with young people, involving them in council processes and decision making, events and activities.

From July to September, 10 young people from two CV high schools participated in consultation to review aspirations in the Community Strategic Plan.

From October to December, 41 participants from 3 high schools participated in 5 sessions opening up conversation with young people about different Council projects including: Yamba Library and Community Centre, Maclean Community Precinct, Clarenza Masterplan, Clarence Regional Aquatic Centre and planning for Youth Week 2025.

In Q3 & Q4, a total of 58 young people were involved in 11 sessions at 4 different high schools including completing (17) the GRG Cultural survey and students from CVAS, planning, implementing and delivering the Youth Run for Mental Health in 2025 Youth Week.

SO6.2 Improve youth engagement and involvement

Partner with internal and external stakeholders to deliver events and programs, and build community capacity to respond to issues affecting young people

In addition to expanding their knowledge of Council operations and community engagement processes, CVAS students took an active role in planning for Youth Week activities in April. Students planned the Youth Week Run for Mental Health event, created promotional material, acted as master of ceremonies on the day, and helped map the run course. Students have expressed an interest in repeating the event in 2026.

The pilot program will now be reviewed, and further recommendations made about its potential continuation. Youth Voice participants reported;

'It was really good to learn how to run an event,”

“I didn’t realise that Council did so much youth stuff,”

“It’s expanding our knowledge of Council operations and how we can interact with Council"

A number of inclusive, accessible and engaging events, activities and programs have been implemented to support young people and the youth services sector including: Out of the Box, School Holiday Program, Youth Week, Play n Yarn, Ryder Youth Driver Awareness program, One Stops Shops, Lower River Legends Program, facilitation of the Clarence Youth Network and chairing Headspace Consortium meetings.

Partner with relevant internal and external stakeholders to support events that focus on children and seniors in the Clarence Valley

Council supported the Clarence Valley Child and Family Network to deliver the annual Children's Carnival on 3 September 2024 with approximately 500 people in attendance. Council participated in 6 monthly meetings to support the successful delivery of the event. Council participation included engagement on the CSP review to ensure visibility and inclusion of marginalised voices. 16 external stakeholders were engaged to deliver the inclusive and accessible event. Planning is now underway at network meetings to deliver the 2025 event, with an additional 4 network meetings attended in Q3&4.

Life Education (Healthy Harold) - this year Healthy Harold engaged with 675 children in 20 schools with 44 vital preventative health and mental wellbeing sessions.

At the Grafton Libraries Seniors Week, On Record event, participants were invited to sign up for Clarence Conversations and Noticeboard.

OBJECTIVE SO7: Affordable housing and living standards with health, education and employment opportunities that support a resilient community.PL3_ SPL3_DESC}

STRATEGY

SO7.1 Pursue affordable/accessible housing through policy and planning.

Update staff delegations for development applications to streamline decision making

Progress actions to implement CVC Affordable Housing Policy

SO7.2 Consider options to achieve an increased range of housing options through a review of Council’s Development Control Plans.

Revise and renew Development Control Plans and Development Engineering Standards to implement key actions from current strategies (Local Housing, Green Infrastructure, Employment Land, Rural Land, and Community and Energy Emissions Reduction strategies)

SO7.3 Advocate for a range of options for health and education. Advocate as opportunities arise

SO7.4 Partner with education providers through a supported traineeship program.

Deliver CVC Traineeship Annual Program, including development of an annual engagement plan

Draft delegations have been prepared.

Council adopted the Affordable Housing Policy at the December 2025 Council meeting. The creation of Planning Agreement Policy for affordable housing has been included as a project in the 2025-26 Operational Plan.

Draft chapters of a new Development Control Plan have been prepared and are under review.

The Northern Rivers Local Government Development Design and Construction Manual updating process is being actively progressed as part of the Planning Group of Northern Rivers Joint Organisation of Councils.

This project large and complex project will continue in 2025-2026 Operational Plan under two separate projects, one for the DCP and one for the engineering standards.

Council advocate as opportunities arise.

Council's grow your own Trainee and Apprentice Program was successfully delivered this year. Under this program Council currently supports 20 Apprentices and Trainees with the Trainee and Apprentice Mentoring component winning a Local Government Professionals Australia, NSW Excellence Award in the People, Workplace, Wellbeing category with higher than average retention rates of 95% as a result of its implementation. Council was successful in securing Fresh Start Grant funding to support 8 current Trainees and Apprentices as well as 2 future Trainees.

OBJECTIVE SO8: An appropriate mix of housing that meets the various stages of lifePL3_ SPL3_DESC}

SO8.2 Consider options to achieve an increased range of housing options through a review of Council’s Development Control Plans.

Continue to implement streamlined approval pathways for minor residential development

SO8.3 Review Affordable Housing Policy to consider options for increased opportunities for low income individuals and families.

Accelerated DA process implemented 1 July 2024 to provide streamlined assessment and determination of minor residential development that is compliant with Council's adopted planning controls within a 20 day target timeframe. During the 2024/25 Financial year the uptake of this streamlined assessment service has resulted in:

85 Accelerated Development Applications lodged 79 of these applications determined 11 day average determination timeframe

A review of the uptake and expansion of the Accelerated DA service has been undertaken to enable additional application types to be included in this streamlined service including farm buildings and removing some environmental constraints that currently limit eligibility for access. With the review complete, revised checklists and updates to the Council website will take place in July 2025 to expand the services offered.

Progress actions to implement CVC Affordable Housing Policy Council adopted the Affordable Housing Policy at the December 2025 Council meeting. The creation of Planning Agreement Policy for affordable housing has been included as a project in the 2025-26 Operational Plan.

OBJECTIVE SO9: Preservation of the heritage and historic buildings and other significant assets across the area.PL3_ SPL3_DESC}

STRATEGY ACTION

SO9.1 Document heritage and culturally significant trees, plants and gardens.

STATUS UPDATE

Implement the annual Heritage Assistance Grant Program 15 projects have been funded and finalised out of the 19 projects approved.

A report of the completed projects will be made available to Council.

2025-27 grant funding by Heritage NSW has been approved. Investigate signage and streetscape entry improvements to heritage conservation areas

Project not progressed due to competing priorities, inclusive of progressing Character Statements for Grafton CBD (Heritage Conservation Area) and Yamba in line with Local Housing Strategy under the incoming draft 25/26 Operational Plan.

Prepare a Heritage Colour Scheme Guide to streamline minor development in Heritage Conservation Areas

Final draft prepared. The brochure will be finalised Q1 of 20252026 reporting period, and will streamline painting requests under the minor works application process for HCAs.

SO9.2 Formalise commitment to local museums.

Support the Museum Advisor Program and deliver Museum Skills Development Workshops to support Clarence Valley museums

SO9.3 Encourage the repurposing of historic buildings to serve current and future needs of community.

SO9.4 Encourage innovation to retain public access to the Historic Grafton Gaol

Support initiatives that actively repurpose historic buildings for current and future community needs as raised by the Economic Development and Tourism Advisory Committee and Community and Cultural Committee

Advocate as required

New Museums Advisor Kate Gahn was appointed in March 2024. Kate has spent the year visiting each museum and identifying opportunities and goals for development Workshop funding application in partnership with Lawrence Museum was successful in April 2025 and two sector workshops will be held in July and August 2025 at Lawrence.

The Nymboida Power Station will be included in the 2025-2026 Operations plan.

Old Grafton Gaol the subject of a planning proposal.

OBJECTIVE SO10: A resilient community, prepared for natural disaster.PL3_ SPL3_DESC}

STRATEGY

SO10.1 Support establishment of a unified Emergency Management Coordination Centre for first responder agencies

SO10.2 Improved disaster resilience: People, Flora & fauna, Environment, Business, Sporting groups

Support the planning and delivery of the Rural Fire Service Emergency Operations Command Centre

Establish and deliver an annual program of emergency management community planning and preparedness and public education programs

UPDATE

This project is being project managed by Public Works. The construction contract has been awarded. Facilities staff are supporting the project team by assisting with approvals and providing Council input as required.

Projects this year include the Disability Inclusive Emergency Preparedness forum delivered in November. Ongoing personcentered emergency Preparedness programs continue to be considered for delivery.

A review and update of Council Emergency & Disaster pages on Council's website has been completed.

SO10.3 Improve community ability to recover after disaster by building community and infrastructure resilience.

Seek funding to implement the actions of the Disaster Resilience Framework Action Plan

Ongoing investigations to seek funding opportunities that align with unfunded Council priority projects.

Development of the Northern Rivers Regional Disaster Adaptation Plan is being led by the Reconstruction Authority. Staff will continue to advocate for priority projects to be incorporated into the Northern Rivers Regional Disaster Adaptation Plan where possible.

Participate in review of the Clarence Valley Bush Fire Risk Management Plan and assist in implementation of relevant actions

Plan and deliver emergency response exercises with local emergency services

Contributions by CVC staff made to next generation of bush fire risk management plans throughout 24/25 FY. Project being managed by NSW RFS.

Projects this year include the Disability Inclusive Emergency Preparedness forum delivered in November. Ongoing personcentered emergency Preparedness programs continue to be considered for delivery.

Prepare community profiles for communities idenified by LEMC to support the development of the Clarence Valley Recovery Support Plan

A review and update of Council Emergency & Disaster pages on Council's website has been completed.

Community profiles have been developed in collaboration with community leads and the Clarence Valley Wellbeing Collective to ensure the currency of information contained within.

INFRASTRUCTURE

OBJECTIVE IN1: A safely maintained transport (road and bridge) network.PL3_Loop.SPL3_DESC}

IN1.1 Review and establish service levels for road and transport infrastructure maintenance.

IN1.2 Develop snap send solve integration with Council’s corporate systems.

IN1.3 Investigate options for Viaduct Road South Grafton

Implement rolling asset condition rating process across all infrastructure asset classes

Implement Snap-Send-Solve platform in line with Property and Rating Software upgrade dependencies

Investigate reclassification of Viaduct Road with TfNSW

Water and sealed road asset conditions are currently being reviewed and updated in the asset register. Staff are working towards completing a full review of conditions preceding each Asset Class revaluation.

Complete - Customers can utilise the Snap-Send Solve platform to lodge requests.

TfNSW have advised that there will be a new business as usual process for the submission of roads to be reclassified. Unfortunately there has been no further information provided not even a program timeline to inform when this process will commence.

OBJECTIVE IN2: Footpaths and cycleways that are interconnected, functional, well maintained and reach destinations.PL3_Loop.SPL3_DESC}

IN2.1 Implementation of the Pedestrian Access and Mobility Plan (PAMP).

Progress the planning and concept design for Prince St Grafton - CBD Redevelopment

Plan and deliver projects in accordance with the Active Transport Strategy (PAMP)

A funding nomination was submitted under the Regional Precincts and Partnerships Grant Program to develop the design for the CBD redevelopment. We have not received any announcement in response to the application. Staff will use the budget remaining to progress the survey investigations using internal resources in 25/26.

This is an ongoing action.

High priority projects from the Active Transport Strategy are being planned and delivered. Gumnut Drive, Yamba and Bent Street, South Grafton are currently under construction. Designs are progressing for projects which are planned for delivery in future years including Yamba HIll, Grafton school crossing points, and Cameron St, Maclean from Showgrounds.

IN2.2 Investigate options for a cycle/pedestrian route from Maclean to Yamba and from Woombah to Woody Head

IN2.3 Advocate for State funding of the Big River Way cycleway/pedestrian route from Grafton to Maclean.

IN2.4 Plan for walking trails from The Glen to Maclean.

IN2.5 Create a network of connected cycleways and footpaths for active recreation.

Plan and deliver projects in accordance with the Active Transport Strategy re route from Maclean to Yamba and Wommbah to Woody Head

Advocate as opportunities arise

Plan and deliver projects in accordance with the Active Transport Strategy from The Glen to Maclean

Plan and design pedestrian and bicycle facilities identified and prioritised in the Active Transport Strategy

These routes are being incorporated into designs for road widening along Yamba Road and Iluka Road and will be delivered progressively as funding is secured for the road widening projects.

Council advocate as opportunities arise.

This was identified as a link to investigate in the Active Transport Strategy. Projects which have been identified as high priority in the Strategy will be delivered before this project.

This is an ongoing action. High priority projects from the Active Transport Strategy are being planned and delivered. Gumnut Drive, Yamba and Bent Street, South Grafton are currently under construction. Designs are progressing for projects which are planned for delivery in future years including Yamba Hill, Grafton school crossing points, and Cameron St, Maclean from Showgrounds.

OBJECTIVE IN3: Communities that are well serviced with essential infrastructure (including transport services, water and sewage systems and public amenities).PL3_Loop.SPL3_DESC}

IN3.1 Model and cost town sewerage systems to consider expansion to currently un-serviced areas.

IN3.2 Consider and determine options for Yamba Bypass.

IN3.3 Review Council’s Integrated Water Cycle Management (IWCM) strategy and confirm priorities.

Model and cost town sewerage systems - TBD pending Council decision

Progress a Network Plan for Yamba in partnership with Transport for NSW

Manage the Sewer Network to meet licence requirements

Inflow/Infiltration Prevention Program to detect illegal stormwater connections and failed pipes

Council resolved at its meeting of 23 July 2024 (Resolution 07.24.136) not to proceed with sewering Ulmarra

An application was submitted in August for a grant under the Regional Precincts and Partnerships program to support the development of a Integrated Transport Study for Yamba. We have not received advice of the outcome of that application. Additional funding has been allocated in 25/26 to progress the traffic modelling required for the project.

The EPA system licence conditions are monitored as per the requirements and reporting undertaken for any non compliance.

The Inflow and Infiltration program was aimed at sewer main relining to reduce infiltration.

Complete the Property Management Plan for Glens Creek Road property House and land has been tidied up and maintained ready for leasing or sale.

New fences have been install to prevent cattle from getting down to the weir pool.

IN3.4 Investigate options for water filtration

Partner with Coffs City Council to manage the Regional Water Supply

Manage the Water Network to meet licence / health requirements

Complete the financial modelling for the Rushforth Road Water Filtration Plant

Complete the Environmental Impact Statement for the Rushforth Road Water Filtration Plant (Department of Planning is determining authority)

Complete the community consultation for the Rushforth Road Water Filtration Plant

Property management plan is 98% completed but has stalled due to uncertainty around either leasing or the potential sale of the property. ( See Attachments )

The RWS Agreement with Coffs Harbour was signed in July 2024. Risk Identification and Assessment Workshop was held in September. The first Water Supply Technical Advisory Committee meeting was held in December 2024.

Consistent monitoring and risk management from staff have satisfied the license and health requirements for safe drinking water supply.

30 year predicted capital and operational costs are being collated as input data for the Water Fund (LTFP) and will ultimately inform affordability project timing for future capital works programs in 2025/26 IP&R documents.

Rushforth Road EIS was placed on public exhibition (by DPHI) from 31 October to 27 November. Council also publicised through Clarence Conversations and printed copies could be viewed at Council's offices. DPHI forwarded submissions to Council for response on 3 December.

Presentation to ICOPE on water quality issues on 9 October. Rushforth Road Water Treatment Plant placed on Public Exhibition on 31 October and community awareness session held in Grafton on 6 November.

IN4.1 Review the suite of floodplain management plans for the local government area.

IN4.2 Advocate for increased government funding to improve floodplain infrastructure.

IN4.3 Advocate for increased funding to the State Government's Floodplain Management Program - Maintenance Grants

Create a plan for ‘review of suite’ of Floodplain Management Plan

Continue engagement with state and federal government for funding to improve floodplain infrastructure opportunities

Continue engagement with LGNSW and Floodplain Management Authority to lobby for increase in funding

Consolidating the Clarence River Floodplain Managements Plans .i.e. Grafton & Lower Clarence, Alipou, Iluka and Yamba into a single FRMP. Glenreagh (in progress) and Wooli (complete) are stand alone Flood Risk Management Plans.

Correspondence from Council and Flood Management Australia (FMA) to various State Ministers has been issued requesting increased funding and indexed to inflation.

Correspondence from Council and Flood Management Australia (FMA) to various State Ministers has bee issued requesting increased funding and indexed to inflation.

OBJECTIVE IN5: Forward planning for modern, accessible infrastructure upgrades and renewals.PL3_Loop.SPL3_DESC}

STRATEGY

IN5.1 Adopt a forward capital works program.

Develop a 4 year long term forward Capital Works Program

Progress the Holiday Parks capital works projects

Progress the Open Spaces and Facilities capital works projects

The 4 year capital works program was placed on public exhibition within the 25/26 Operational Plan and adopted at the June 2025 Ordinary Council Meeting.

Progress of the Holiday Parks capital works program is in progress with multiple projects delivered. Multiple larger projects such as new cabin stock (design and construct) needs more attention in the new year. New Synthetic sites have now been completed in BHHP, IRHP MWHP. 3 New electric BBQS installed at MWHP with further design and construct work in MWHP and WHP in the coming year for the OSM upgrade.

The Open Spaces team have completed the following capital works projects planned for 2024-25:

- Aquatic facilities structural, plant and equipment renewals and upgrades.

- Allocation of Council grants to sports clubs via the Sports Councils for approved co-funded projects.

- Wooli Tennis clubhouse structural works.

- Skinner Street seating replacements.

- BBQ replacements at Brushgrove and Minnie Water.

- Orara Golf Course renewals and improvements.

- CVC-wide replacement / renewal of landscaping, furniture and other structures and parks and reserves where required.

Several other projects in the Open Spaces capital works plan for 2024-25 have not been completed. This is due to a number of factors, with the two key reasons being:

- Resource limitations due to vacancies in key positions at different times of the year.

- Reprioritisation of resources due to other new or unplanned commitments, including responses to extreme weather and flooding events.

Develop a detailed design to link from the existing riverside walkway to River Street via Munro Lane

The delayed projects will be rolled-over or deferred to subsequent financial years, predominantly 2025-26. The 2025-26 capital works plan has been adjusted to accommodate these rolled-over or deferred projects. The Open Spaces team has completed recruitment activities for key roles, including the Coordinator Open Spaces Strategy, Streetscapes Supervisor, and Support Officer. These filled positions will enable a renewed focus on capital project delivery in 2025-26 and beyond.

Consultant has been engaged to develop the concept design for the missing section of the riverside walkway from Munro Lane through to McLachlan Park. The concept design will inform the next steps to move the project towards detailed design and construction

Council has also issued an offer for the land swap for the site of the Fisheries NSW building.

Implement Council’s property rationalisation program

Conduct property disposals and acquisitions to support the Capital Works Program

The property rationalisation program is an ongoing activity for Council. Staff are currently working on the disposal of 2 Short Street, Maclean, which is under offer, and will dispose additional properties as they are identified and assessed for disposal.

The Property team continues to carry out acquisitions and disposals to support the Capital Works Program as one of their core functions. Staff are currently addressing disposals for this purpose under the Property Rationalisation Program. They are also conducting 6 acquisition projects in various stages of the acquisition process which are required for capital works projects.

Complete the Civil Services Capital Works Program

Complete the Sewer Services Capital Works Program

Develop an annual project under the Local Government Road Safety Program

Deliver Fixing Country Bridges Program

Project manage the construction of the Yamba

The Sewer Services Capital Works Program is on track and will be completed.

Two projects are being delivered under the Local Government Road Safety Program. A safer speeds project and a pedestrian project that will involve reduced speeds and traffic calming in Wooli and Skinner Streets, South Grafton.

All Fixing Country Bridges projects are now either complete or at an advanced status. This is a multi-year project. The final bridge projects funded by the program, including Bluff Bridge, are programmed to be complete by December 2025.

Community Precinct Centre Project is substantially complete. The official opening is scheduled for mid-July.

Prepare concept design for Cell 5A at Grafton Regional Landfill

Finalise redevelopment of the Grafton Waste Transfer Station

Concept design completed in Q4. Detailed design to be progressed in Qtr 1-2 of 25/26 FY.

The Grafton Waste Transfer Station site will be scaled down as a direct result of the expansion of the Grafton Sewerage Treatment Works in Q4, however no works proposed.

IN5.2 Review and establish service levels for road and transport infrastructure maintenance.

IN5.3 Create a network of shared pathways for use by pedestrians, cyclists and those using mobility aids.

Prepare Grafton Regional Landfill Masterplan, including feasibility of re-use shop and additional materials recovery facility

Complete the Watercycle Capital Works Program

Masterplan completed in Q4.

This years capital works program is on track.

We have made small changes to the water main replacement program with some current works being extended and a couple of smaller mains being excluded to this years program due to more urgent works.

Progress the Building and Facilities capital works projects Security upgrades have been completed in the Grafton admin building, hand rails at the Grafton Regional Galley are completed, the restoration of the cane barge is well underway, and a local contractor has been engaged to replace the motors on the security gates at RRWD. External funding has been applied for to deliver the compliance projects at the Regional airport.

Develop a strategic plan for future operations of Council owned quarries and commence implementation of actions identified in the Strategic Plan

Plan and deliver projects in accordance with the Active Transport Strategy to create a network of shared pathways

Phase 1 of the strategic review has been completed with a suite of preliminary findings and recommendations. Phase 2 which included field investigations has been done. This will inform the viability of future extraction to support the delivery of Councils on going infrastructure program.

IN5.4 Investigate options for future use of Ulmarra Fire Control Centre post construction of the Emergency Control Centre.

Engage the community in future use of the Ulmarra Fire Control Centre

Support the delivery of the Rural Fire Service Emergency Operations Command Centre

Initial conversations held with Communications and Community Engagement teams. Initial suggestion is to create a Clarence Conversations page, notice boards and newspaper. A planning meeting will be held in January 2025 with Facilities, Community Engagement and Communications.

This project is being delivered externally via Public Works. The Facilities team has supported the project managers in gaining access to the site for their preliminary investigation/works.

IN6.1 Review and plan for off leash dog friendly areas.

Finalise the Animal Shelter and Animal Control Strategy and implement non capital works actions

IN6.3 Improve usage of Council facilities Develop Facilities Management Plans for active and high use community halls

Support community organisations in the Clarence Valley through the operations, maintenance and administration of community halls

Consultant engaged in Qtr 24/25 to prepare the Strategy. Consultant commenced internal consultation with CVC staff in Qtr 4. The Strategy is externally funded and funds need to be expended by 30 June 2026.

All Council managed Halls are captured in maintenance/inspection schedules for fire, pest, electrical thermal testing, HVAC, gutter cleans and internal cleaning.

The Facilities team supports community organisations with operations, maintenance and administration of community halls. Regular inspections/maintenance activities are set up for fire, pest and electrical thermal testing. Access to the Facilities team is via phone and email has been communicated to all Hall committees for any concerns.

IN6.4 Review CBD amenity and establish Service Level Agreements.

Support the business functions of Council through the operations, maintenance and administration of works depots and administration centres

IN6.5 Establish a town entrance beautification program for Grafton and Maclean to improve amenity on entry.

Manage annual lease and licence program

Monitor use of Council-managed land and uphold legislation and policy to ensure appropriate activity in public spaces

Develop and implement and annual program for town and village beautification incorporating service level agreements

All maintenance activities are tracking well inline with schedules. Fire, Pest, switchboard inspections continuing with subcontractors with all issues highlighted and remedied as soon as identified to maintain compliance. There has been a review of HVAC maintenance and the BMS where schedules have been reviewed/modified.

Management of the lease and licence program is an ongoing function of the Property team. New agreements and renewals are issued as required.

Ranger activity throughout 24/25 has continued to focus on monitoring activity on public land.

A 12month schedule has been implemented and has been followed throughout the year.

Key completed works include: Grafton planter box repairs, Maclean main street beautification works, Iluka waterfront retaining wall and stair replacement, Yamba Community Precinct landscaping, Yamba main street bin abutment replacement works, Yamba Community Improvement District works, South Grafton Skinner Street new seating and beautification works, Ulmarra Ferry Memorial installation, and Schwonberg Slipway Maclean cleanup.

Develop and implement an annual program for town and village beautification for Grafton and Maclean town entries

The Streetscape team has completed works at the town entries for Grafton and Maclean. Mowing, whipper snipping, and gardening clean ups where required.

The Streetscapes team have implemented an annual program to cater for all the needs for Grafton and Maclean town entries.

OBJECTIVE IN7: Beautification of towns and villages to improve amenity and pride of place.PL3_Loop.SPL3_DESC}

IN7.1 Develop an annual program for town and village beautification

Implement an annual program for town and village beautification

A 12month schedule has been implemented and has been followed throughout the year.

IN7.2 Develop small village amenity plans.

Develop a program for the Streetscape team for town and village maintenance

A 12month schedule has been implemented and has been followed throughout the year.

Develop and implement and annual program for town and village beautification incorporating small village amenity plans

A 12month schedule has been implemented and has been followed throughout the year.

OBJECTIVE IN8: Passive and active recreational infrastructure that is well planned and well maintained.PL3_Loop.SPL3_DESC}

IN8.1 Review and adopt the Open space and Recreational management strategy to inform asset maintenance and renewal plans.

Implement the Community Halls Strategy

The draft Community Halls Strategy is currently under review.

IN8.2 Better access to get on the river for leisure and social activities

Investigate and install passive lighting at Yamba Skatepark

Seek grant funding for Crown Reserve improvements

Review the Open Spaces Strategic Plan and Aquatic and Sports Facilities Sub-Plans

Project to be completed in 2025 before the end of March.

This year Open Spaces has been successful in gaining funding for the tennis court replacement works at Iluka via a grant from Tennis NSW and refurbishment of the Maclean Netball Courts via the Play Our Way Program.

The contract for the review of the Open Space Strategic Plan and the Sports and Aquatic Facilities Sub-plans was awarded to ROSS Planning in March 2025. This followed a review of 6 responses to the Request for Quotation (RFQ) received in late November 2024. ROSS Planning has commenced work on the review and has undertaken research, analysis, and facility audits. Stakeholder and community consultation on the plans and their review will be conducted in July-August 2025, and draft reports are expected to be received in October 2025 for review by Council officers.

The delay in completing the review of the strategic plans from its planned completion in June 2025 is largely attributed to internal resource limitations due to position vacancies in the team throughout the year and the need to prioritise responses to extreme weather and flooding events in early 2025. With recruitment now complete for the respective positions, ROSS Planning engaged and underway with the strategic plans review, and internal staff allocated to coordinate and support the review, we are confident of implementing the project to the revised schedule.

Review decommissioning of South Grafton Pool post Regional Aquatic Centre opening

Project is currently on track, pending the opening of the Clarence Valley Regional Aquatic Centre scheduled for January 2025. Investigate options for preeservation of Schwong Slipway Streetscape team have maintained the grass area and completed a general tidy up. Periodic maintenance of the site has been incorporated into the Streetscape team's annual works program. No applicable external funding or grant opportunities have been identified that would enable further upgrades or improvements of the site.

Plan and deliver projects in accordance with the Active Transport Strategy to enable better acees to the river

The shared zone along the river next to River Street in Maclean has been upgraded, and a pathway along the Maclean levee has been designed. These projects aim to improve access to, and activate, the Maclean riverfront.

OBJECTIVE IN9: Well serviced digital infrastructure.PL3_Loop.SPL3_DESC}

IN9.1 Advocate for improved telecommunications.

IN9.2 Upgrade Council’s mobile and fixed infrastructure to support a connected community.

Advocate as required

Complete IT/Corporate system Capital Works Program

Council advocating as opportunities arise.

Over 50% of the program implemented year to date including, implementation of Scada network redundancy, transition to a centralised network monitoring and maintenance platform, upgrade of the radio network the Townsend Depot, enhancements to our backup systems, upgrade to modern communication technologies like 4G and 5G, upgraded library print management systems and improvements in cyber security protection processes.

OBJECTIVE IN10: Disaster mitigation planning to reduce the impact of natural disaster on infrastructure.PL3_Loop.SPL3_DESC} STRATEGY

IN10.1 Advocate for funding to deliver the actions of the Disaster Resilience Framework.

Seek funding to implement the actions of the Disaster Resilience Framework Action Plan’

Ongoing investigations to seek funding opportunities that align with unfunded Council priority projects.

Development of the Northern Rivers Regional Disaster Adaptation Plan is being led by the Reconstruction Authority. Staff will continue to advocate for , priority projects to be incorporated into the Northern Rivers Regional Disaster Adaptation Plan where possible.

IN10.2 Consider flood immunity in future planning for assets.

Inform projects to be included in long term Capital Works Program

Flood recovery works program delivery 2024/2025

IN10.3 Seek funding to implement design options for Yamba Road and Iluka Road to improve access during floods

IN10.4 Review and consolidation of Flood Risk Management Plans

Complete current year Roads Infrastructure Capital Works Program

Deliver Regional Roads betterment projects

Complete Floodplain Risk Management Study and Floodplain Risk Management Plan

The Capital works program projects (4yrs) will be delivered pending grant applications and available budgets.

The delivery of the Disaster Recovery Program extends through to May 2027 for all events including and prior to February 2022. Currently all projects are through design development with over 50% projects under construction, 20% completed and the remainder are in pre-construction planning

Preparing tender documents for issuing in Feb 2025. Following consultant engagement development of required documentation will take around 12 months to complete.

IN10.5 Consider options for improved flood mitigation for Ulmarra

IN10.6 Seek funding to upgrade floodplain assets

Update Glenreagh Flood Model to incorporate climate change

Complete Floodplain Risk Management Study and Floodplain Risk Management Plan

Continue engagement with LGNSW and Floodplain Management Authority to lobby for increase in funding

Consultants have been engaged and will incorporate Council's adopted SSP2/RCP4.5 climate change scenario into the Glenreagh Flood Model.

Preparing tender documentation to be issued in Feb 2025. Following engagement the development of necessary documentation is estimated at 12 months.

Correspondence from Council and Flood Management Australia (FMA) to various State Ministers has been issued requesting increased funding and indexed to inflation.

ECONOMY

OBJECTIVE EC1: An affordable and attractive environment for local business to flourish.PL3_Loop.SPL3_DESC}

STRATEGY

EC1.1 Establish a Tourism and Economic Advisory Committee.

Administer the Tourism and Economic Development Advisory Committee

EC1.2 Support and coordinate activities for small business and industry engagement.

Support and coordinate activities for small business and economic and tourism development

To support and coordinate activities for small business and economic and tourism development the team delivered a number of workshops and events throughout the year. Regenerative Agriculture workshop in partnership with Business NSW, Byron Community College and Southern Cross University in July 2024. Clarence Valley Business Leaders Breakfast in collaboration with Business NSW and Grafton Chamber of Commence in October 2024. Destination North Coast Business Events Workshop in partnership with Destination North Coast in November 2024. We also delivered: AI workshops in Grafton, Maclean, Yamba, and Iluka in June 2025 along with a META workshop in Yamba . All received strong attendance and positive feedback. In addition, we delivered drop-in meet and greet sessions with Local Small Business Experience Officer, Louis Birks from Business Connect in Iluka, Yamba, Maclean, Grafton, Ulmarra and Glenreagh in June 2025.

Hold bi-annual local contractor / supplier information sessions

The first engagement sessions were held in March & April 2025. The next sessions are being planned for Q3 2025 and Q1 2026. Support contractors in the operations of the Clarence Coast Holiday Parks

Staff Support the the Holiday Park contract Managers in all operations of the Holiday Parks. We have implemented quarterly meetings with CVC staff and contract managers, and actively involved in the operation of the park management.

EC1.3 Partner with the Chambers of Commerce in the delivery of programs and activities that support economic sustainability

Support emergency services and business in the Clarence Valley through the operations, maintenance and administration of the Grafton Regional Airport

Support agriculture in the Clarence Valley through the operations, maintenance and administration of the Grafton Regional Saleyard

Progress the Grafton Regional Saleyard’s capital works projects

Engage with Clarence Valley chambers of commerce to support local businesses – Grafton, Yamba, Maclean and Iluka

All regulatory/compliance inspections are undertaken inline with the regional airport requirements. Regular maintenance is conducted on the facilities and grounds to support the efficient operations inline with emergency services operational requirements.

All operations, maintenance and administration is tracking well for the Grafton Regional Saleyards. The team has been maintaining the yards with assistance of subcontractors.

The Saleyards ramp project will commence in January 2025 with a completion date in February/March 2025.

All Clarence Valley chambers of commerce—Grafton, Yamba, Maclean, and Iluka have remained actively engaged with the Economic Development team throughout the year. Regular meetings with the Economic Development team, support for member business workshops, and sponsorship of the Clarence Valley Chambers Business Awards have helped strengthen collaboration and local business networks.

In Iluka, a new town entry map and improved wayfinding signage were completed, enhancing visibility for local businesses and supporting the Chamber’s promotional efforts.

In Yamba, the Economic Development team worked in close partnership with the Yamba District Chamber and the Yamba Community Improvement District (YCID) committee to deliver a grant-funded project supported by Transport for NSW. The project delivered CBD beautification works, an activation event, and the strategic rebranding of the Chamber into a stronger, unified entity—Business Yamba.

OBJECTIVE EC2: Sustainable tourism that benefits the whole of the local government area, without burdening the coast further.PL3_Loop.SPL3_DESC}

EC2.1 Review the Tourism Strategy to identify appropriate service levels including Visitor Information outlets and collateral.

Deliver the 2024/2025 actions of the Destination Management Plan

Established five new Visitor Information Hubs across the Clarence Valley, improving access to visitor information, aligning with DMP 1.4.

Produced and distributed 10,000 copies of the bi-annual Visitors Guide (50,000 in total), supporting DMP 2.1 and promoting regional attractions and businesses.

Commence the Business Development Strategy for Wooli Holiday Park

Implemented magazine and editorial marketing targeting both local and broader audiences, aligned with DMP 2.2. This included ads in Australian Traveller, Qantas Magazine, and Scene Magazine, covering key regional themes like the Canoe and Kayak Trail, Yamba, and Jacaranda Season.

Achieved over 5 million impressions and a significant increase in social media followers, with 4845 new followers and 6.5 million users reached on Facebook and Instagram. We shared 1273 posts with 10,000 shares and 126,000 likes.

Updated the My Clarence Valley website, adding new pages including the Art, Culture, and History hub, Visitor Information page, and enhanced details for heritage trails. The site attracted 191,000 visits and 96,000 active users this year, with the Grafton Jacaranda Season page being the most visited (22,800 visits).

Partnered with Destination North Coast and Destination NSW to boost regional visibility and coordination, aligned with DMP 3.2. Collaborated with the Schaeffer House Museum on redesigning the Grafton Heritage Trail, which has been well-received. We added a new webpage to offer more information than the paper versions allow.

Promoted events via the My Clarence Valley brand and distributed monthly "What's On" programs, aligned with DMP 4.3. Hosted industry development workshops to support event organisers, aligned with DMP 4.4.

Fulfilled approximately 150 brochure orders from local businesses and 400 mail-out requests from individuals. The newly updated Grafton Heritage Trail brochure, created in collaboration with the Schaeffer House Museum, has received positive feedback.

Entered Destination North Coast tourism awards

The business development strategy for the Wooli Holiday Park is in process of being developed with this park being identified to be marketed to the grey nomads travelers hence our marketing and sales campaigns being the point of difference from the other park in Wooli past discount models still need to be further refined to better suit travel habits.

EC2.2 Promote infrastructure and environmental heritage assets.

Commence the Business Development Strategy for Minnie Water Holiday Park

Commence the Business Development Strategy for Iluka Riverside Holiday Park

We have commenced the business development strategy for Minnie Water Holiday Park and of all of our parks this park needs the most attention. Maintenance and compliance are our priority with marketing being identified for family groups and fishing enthusiasts attracting repeat business, for people looking for the nature based stays.

Business development strategy for Iluka Riverside Holiday Park in the process of being developed. Strategic focus remains on retired and semi-retired travelers, with efforts aimed at improving occupancy through simple cabin upgrades and targeted extended-stay promotions. Compliance and maintenance issues are still the main concern for all of our parks.

Progress the Holiday Parks Plan of Management

Prepare the Brooms Head Reserve Plan of Management

Following the deferral at the June 2025 OCM, the Draft Holiday Parks Plan of Management will be reported to July 2025 Ordinary Council Meeting for approval to submit to Crown Lands for approval to place on public exhibition. It will be a continuing project in the 2025/26 Operational Plan.

The draft Brooms Head Plan of Management was referred to Crown Lands for approval to publicly exhibit in November 2024. Crown Land via Council CLM provided comments requiring further changes to the PoM.

A consultant (Hansen partnership) has been contracted to undertake stakeholder and community consultation, prepare a site plan, make required changes and finalise to the draft Plan of Management in response to consultation.

The draft Brooms Head Plan of Management will be a continuing project in the 2025/25 Operational Plan.

EC2.3 Implement Hinterland Cluster Development Tourism program to disperse coastal tourism.

Deliver actions outlined in the Destination Management Plan 2024 - 2030 that focus on hinterland cluster development for current financial year

EC2.4 Recognise the important role of Jacaranda avenues through retention, maintenance and replacement

Plan and deliver the urban tree planting program

Clarence Valley Council delivered Destination Management Plan 2024–2030 actions focused on hinterland cluster development by empowering local businesses to improve their digital presence, bookability, and connections through tailored workshops, coaching, and promotional tools. The program addressed key barriers to visitation and laid the foundation for long-term growth through initiatives like a centralised website, targeted marketing, and cultural tourism development.

Open Spaces have planted a total of 146 trees throughout the Clarence Valley, 41 trees in the Upper River area 105 trees in the Lower River area.

A further 45 trees have been planted in Yamba, Maclean and Grafton 44 native and one Jacaranda.

OBJECTIVE EC3: RV friendly townsPL3_Loop.SPL3_DESC} STRATEGY

EC3.1 Incorporate opportunities for RV access in parking strategies.

Plan and design road safety and traffic improvement projects identified through customer feedback, the Safe Systems Working Group, Local Traffic Committee and State and Federal funded road safety programs

Local Traffic Committee and Safe System Working Group meetings held regularly. Traffic improvement projects have been identified and minor works implemented and larger projects scheduled for further review.

OBJECTIVE EC4: Support for the sustainable growth of local industries that are respectful of the lifestyle that exists.PL3_Loop.SPL3_DESC}

EC4.1 Partner with other levels of government and local industry groups

Implement actions from the Clarence Valley Regional Economic Development Strategy

EC4.2 Support buy local campaigns and support and promote local market opportunities that benefit the small business and the agricultural sector.

Complete the Load Local Love program and review impact.

Partner with local industry & small business to determine the merits on a new buy local campaign

Delivered key initiatives aligned with the 2023 REDS Update, fostering innovation in agriculture through a Regenerative Agriculture Workshop and promoting the visitor economy with the Clarence Valley Visitor Information Guide, expanded visitor servicing, and targeted advertising for assets like the Canoe and Kayak Trail.

Collaboration with Localis provided data-driven insights to support climate resilience and economic growth, particularly in Yamba, where the Community Improvement District (CID) enhances vibrancy through public art and precinct activation. Business networking and collaboration have been strengthened through events like the Clarence Valley Business Leaders Breakfast, while partnerships with Yaegl, Bundjalung, and Gumbaynggirr communities ensure cultural heritage is meaningfully integrated into tourism initiatives. Other key actions implemented from the Clarence Valley Regional Economic Development Strategy was managing economic risk through enhanced tourism development, First Nations engagement, strategic investment in visitor information hub services, and by attracting grant funding to embed collaborative governance via the YCID project in partnership with stakeholders.

The Load Local Love program, delivered through the Why Leave Town subscription, concluded in November 2024. A detailed review of the program, incorporating feedback from participating businesses, will commence in 2025 to evaluate its impact and explore future opportunities to support local economic growth.

Support and coordinate activities for small business and economic and tourism development

Support throughout the year was delivered through digital workshops, free webinars, business networking opportunities, alignment with State Government initiatives, strong collaboration with Chambers of Commerce, and joint efforts with the tourism team to expand the region’s digital footprint and attract a broad range of visitors.

OBJECTIVE EC5: Dispersed and sustainable development ensuring connections to services.PL3_Loop.SPL3_DESC}

EC5.1 Review Local Growth Management strategy.

Prepare a new Developer Contribution Plan

Council approved draft Local Infrastructure Contributions Plan for exhibition purposes at the April 2025 Ordinary Council meeting. Draft plan was publicly exhibited from 28 April to 26 May 2025 (20 submissions received which are being considered). Final contributions plan to be reported to August 2025 Council meeting for adoption.

OBJECTIVE EC6: Diversification of employment and education that provides opportunity for young people and families to stay in the area.PL3_Loop.SPL3_DESC}

EC6.1 Attract new investment and employment growth within the Valley

Deliver engagement activities with the development and building industry to inform planning reform

Engagement undertaken during Q1/2 included for the Flood Planning Level update and the draft Local Housing Strategy.

Industry engagement activities in Q3/4 included the House Raising Expo with NSW Reconstruction Authority at Maclean in May and engagement on the draft Community Engagement and Participation Plan in March-April. Further industry engagement is planned to promote the Accelerated DA Service and the major DCP review. Industry engagement to inform planning reform will continue under the 2025/26 Operational Plan.

Advance actions to rezone Council owned land on Big River Way for Employment Land

NSW Forestry Corporation submitted a forestry operations options report to Council for consideration on 11 February 2025.

Prepare an Implementation Plan for Council's adopted planning strategies

Options report was reported to March 2025 Ordinary Council Meeting recommending a Market Feasibility Analysis and Concept Plan to assist with determining best approach to rezone the land.

A consultant has been engaged (APP Group) to undertake this work. Final report and concept plan due August 2025, which will provide recommended next steps. This is a continuing project under the 2025/26 Operational Plan.

The implementation plan has been developed and will be used to inform decision making. All actions of Council's adopted planning strategies and actions have been included which will assist with planning future operational plan projects, prioritisation, responsibilities and resourcing

Progress the Clarenza Development Control Plan

Updated studies and draft Structure Plan and draft DCP were reported to June 2025 Ordinary Council Meeting for approval to place on exhibition.

Public exhibition 27 June - 28 July 2025.

Final DCP is anticipated to be reported to September 2025 Council meeting for adoption, pending no major changes.

OBJECTIVE EC7: Major events that drive economic activity in the region and make it a more attractive place for people to live and work and visit.PL3_Loop.SPL3_DESC}

EC7.1 Market LGA events beyond the LGA. Liaise and engage with tourism sector and key stakeholder agencies. Market events on CVC and My Clarence Valley websites and facebook pages to push beyond the LGA

My Clarence Valley event calendar provided a centralised location for events in the Clarence Valley. Monthly event promotion via My Clarence Valley and Destination NSW channels, and publications.

Hosted Destination North Coast Board of Directors in Yamba to showcase the destination and discuss tourism strategies for the region.

Liaison and engagement with the tourism sector and key stakeholder agencies, consistently marketing events on CVC and My Clarence Valley websites and Facebook pages—with ongoing paid targeted advertising for events like Birdsong and Jacaranda Festival resulting in a 5% year-on-year audience growth across Facebook and Instagram in 2025. 123,000 active users of the My Clarence Valley website up 14% from the previous year.

Build on digital strategies as outlined in the Destinations Management Plan 2024 - 2030 to draw events to the Clarence Valley

Planning commenced on a comprehensive event toolkit to showcase the Clarence Valley’s destination strengths and the support available from Council. A review of the current event strategy and policies is also underway to identify and attract events that align with regional tourism and brand objectives. New funding agreements are being developed to position Clarence Valley Council as a ‘destination partner’, enhancing regional visibility through event promotion. To further support this, an online media library is being created for use by event organisers, along with a targeted digital media campaign to reach national industry audiences and attract high-value events.

OBJECTIVE EC8: Support for community and business led innovation that creates a diverse and vibrant community.PL3_Loop.SPL3_DESC}

STRATEGY ACTION

EC8.1 Work with stakeholder to establish roundtable activities that bring representatives of town, village and community progress associations and business chambers together.

Deliver the My Clarence Valley website and social media platforms in line with the Clarence Valley Destination Management Plan actions

My Clarence Valley website successfully engaged 58,000 active users, with an increase of 14% on last year. Top-performing pages were the Grafton Jacaranda Season and Clarence Valley events. Social media grew by 5% YoY. Delivered the My Clarence Valley website and social media platforms in line with the Clarence Valley Destination Management Plan actions through the development of the 2025 Marketing Plan, website updates, creation of the Visitor Guide, and edits to supporting brochures.

OBJECTIVE EC9: Adequate telecommunications to service economic growth.PL3_Loop.SPL3_DESC} STRATEGY ACTION

UPDATE

OBJECTIVE EC10: Recognition of Grafton as a Regional City for State Planning purposes.PL3_Loop.SPL3_DESC}

STRATEGY ACTION

UPDATE

EC10.1 Advocate the reinstatement of Grafton as a Regional City.

Support the redevelopment of the Grafton Base Hospital, Historic Grafton Goal and the approved Grafton Private Hospital.

On track - Ongoing. Council staff are continuing to provide support for redevelopments. On 11 December 2024 the NRPP approved the application for alterations to buildings within the old gaol site for hospital administration use which will facilitate the future redevelopment of the GBH. Staff continue to liaise with and support Health Infrastructure with requests and advice regarding the GBH redevelopment.

ENVIRONMENT

OBJECTIVE EN1: To protect and enhance our natural environments, ecosystems and native flora and fauna.PL3_Loop.SPL3_DESC}

STRATEGY ACTION

EN1.1 Review management of Lake Wooloweyah to prevent further loss of seagrass.

EN1.2 Consider policy position to avoid rezoning and use of flood prone wetlands and vulnerable ecosystems.

Subject to grant funding for Stage 2, include seagrass loss assessment in Stage 2 of the Clarence River Estuary Coastal Management Program

Implement Coastal Management Program actions related to updating planning instruments

STATUS UPDATE

This project was ultimately not identified as an action from Stage 2 of the CMP assessment.

Open Coast CMP certified December 2024.

Council successful in obtaining grant to implement CMP actions. Project scope has been varied to be delivered in association with Clarence River Estuary CMP Stage 2. Final options report due by 1 September 2025. Planning control amendments to be delivered 2025-26. Continuing project under the 2025/26 Operational Plan.

EN1.3 Improved ecological management of Council reserves and corridors.

Complete Stage 4 of the Open Coast Coastal Management Program and submit for gazettal

Investigate land use application options for the Brooms Head Wastewater Treatment Plant

The CMP has received Ministerial endorsement and has been submitted for gazettal. Due to be published in gazettal for 10 January 2025.

Council will continue with the current land use application. Discussions are continuing between Crown Lands and Yaegl TOAC in consideration of future options.

Prepare Site Management Plans for prioritised Crown land reserves 22 Crown land site management plans (SMPs) on the list to be prepared.

4 SMP in advanced draft to be finalised: Wooloweyah Foreshore Reserve; Wherrett Park; Corcoran Park and Hawthorne Rodeo Park. 5 other draft SMPs commenced - Maclean Showground, Diggers Headland, Honeyman Park, Barnier Park, Lawrence Sportsground.

Project to continue in 2025-26 Operational Plan.

Develop an LGA wide Flying-fox Plan of Management

Funding sought and received from NSW DEECCW in Q3 to prepare LGA wide Flying-fox Camp Management Plan. Consultants selected in Q4 to develop the plan. Plan preparation to commence in Q1 FY26. Final plan due to council by Q3 FY26.

Implement the Bush Regeneration Strategy

Continue Koala Habitat Mapping and Population Survey

Project to provide local scale data for future strategic planning to improve management of important koala habitat areas

Continued implementation of Weed Action Program 20202025, including inspection of high risk pathways and treatment of high priority species

Continue the Susan Island Flying Fox Habitat Restoration Program

Bush Regeneration Strategy adopted March 2025 Council meeting. Initial desktop assessment of reserves completed using priority setting tool. Vegetation Management Plans being reviewed and on-ground works with council staff underway. Implementation to continue through 25/26 and beyond.

Report on field work completed over 6 survey areas with final koala habitat maps produced. Project to continue with DCCEEW funding in FY26 with the aim to develop a local scale strategic plan to inform preparation of future planning, protection and management of important areas for koalas in collaboration with the Development and Land Use Planning section.

Inspections for high priority species and high risk pathways completed as part of the Weed Action Program. Difficult wet weather conditions through Q3 and Q4 have meant some operational programs delayed. Program to continue through 25/26.

Year 3 outputs for this 8-year environmental project completed. Tree planting programs well underway in all zones. Weed control and other restoration works in collaboration with NPWS and the Susan and Elizabeth Island Reserve Management Trust groups ongoing. Community consultation active and ongoing through 25/26 and to the project end (2029/30).

OBJECTIVE EN2: Encourage sustainable and innovative agricultural processes that preserve what we have.PL3_Loop.SPL3_DESC}

EN2.1 Collaborate with government departments to promote sustainable agricultural practice.

Implement improved weed detection and mapping program using drones in collaboration with relevant government agencies

Council staff will continue collaboration through Community of Practice with both government agencies and research organisations to enhance skills in weed detection using drones.

OBJECTIVE EN3: Promotion of sustainable development that integrates with the environment.PL3_Loop.SPL3_DESC}

EN3.1 Increased transparency and improved methodology for DA related ecological assessments.

Draft chapters of a new Development Control Plan have been prepared and are under review.

This project large and complex project will continue in 2025-2026 Operational Plan under two separate projects, one for the DCP and one for the engineering standards.

OBJECTIVE

Promote value of retaining dead trees/timber and hollows, nest boxes and local provenance plantings to the community to implement Actions 18.5, 18.6 and 19.2 of Council's Biodiversity Strategy

Education delivered to promote Biodiversity Strategy actions throughout the year. Continued effort in promoting these matters as well as other actions in the Biodiversity Strategy required throughout 25/26 and beyond.

EN4: Action that maintains the health of our coastline and waterways and natural environment.PL3_Loop.SPL3_DESC}

STRATEGY ACTION

EN4.1 Investigate funding options to undertake riverbank restoration and rejuvenation.

EN4.2 Continue water quality improvements and communications.

Apply for grants and review other funding options to undertake Stage 2-4 of the Clarence River Estuary Coastal Management Program

Implement Beachwatch Water Quality Monitoring program at 12 sites between November and February

STATUS UPDATE

Grant applied for and obtained. Currently undertaking Stages 2-4 of the CMP

The Beachwatch water sampling program successfully completed between November 2024 and February 2025. Results were published on the Beachwatch website where the community is able to view results for the beach/swimming area they are interested in and obtain an understanding of the water quality conditions.

Implement an updated Water Efficiency Rebates Scheme Revised or updated water efficiency rebate scheme commenced implementation. Take up of water tank rebates has not been high. Incentive remains active and promotion has continued throughout Q3 and Q4.

Continue to implement the Water Efficiency Implementation Plan and water efficiency education

Undertake 5 yearly review of Water Efficiency Strategic Plan

Focus of promotion on Water Week activities in Q2, school visits to Shannon Creek Dam, signage on roadsides to promote water efficiency and incorporating Aboriginal culture into water stories. Implementation has continued throughout Q3 and Q4.

Consultation on a revised Strategic Plan with Water Efficiency Water Group will be required once that Group is operational. Delay in formation of this Group has not enabled the review to be completed. Defer to 25/26.

EN4.3 Demonstrate leadership on climate change through education and action.

Prepare a Climate Adaptation Strategy

Investigate a community bulk buys program to support the uptake of renewable energy and energy efficiency technologies in residential homes

Update Council’s annual operational carbon emissions profile and review emissions reduction and renewable energy targets

Continue to progress solar farm and landfill gas to energy projects at Grafton Regional Landfill

Preferred consultant has been selected following evaluation of a highly competitive RFQ process in Qtr 3 and 4. Item will carryover into 25/26.

Action completed in Q4.

Review completed and findings and recommendations to be presented to Leadership team in Q1 25/26. No major change to targets proposed and consistent with NSW 'Net Zero' legislation. An action plan that guides how Council progresses towards to the carbon emissions and renewable energy goals will be proposed.

Both projects were progressed in 25/26 with biggest wins related to the landfill gas capture program as on-site works to capture more gas are underway. Work on securing grid connection and liaison with Essential Energy continued through the year and will continue into 25/26 to more thoroughly understand infrastructure upgrade costs and the feasibility of the solar farm project.

OBJECTIVE EN5: Promotion of sustainable business practices to reduce our region’s ecological footprint.PL3_Loop.SPL3_DESC}

OBJECTIVE EN6: A community that follows the three Rs of waste: reuse, recycle and reduce.PL3_Loop.SPL3_DESC}

EN6.1 Aim for an increase in community participation in waste recycling through education programs.

Collect baseline data and conduct education and compliance program targeting illegal dumping and littering

Implement Solid Waste Management Strategy and Environmental Education Plan

Illegal dumping baseline survey completed over LGA according to EPA approved survey area. An illegal dumping strategy will be prepared (as per the EPA funding agreement) to guide Council's management of illegal dumping in future.

Continued implementation of the Strategy including waste education programs throughout 25/26. The tender for the new waste transfer station management and operations contract was advertised in Qtr 4. A range of changes in waste management at the local level generate the need to review waste education focus in 25/26.

OBJECTIVE EN7: Celebration and promotion of the diverse natural beauty of the area.PL3_Loop.SPL3_DESC}

EN7.1 Promote the Clarence Valley as a destination

Deliver actions outlined in the Destination Management Plan 2024/2030 for current financial year

Council has expanded visitor information services by establishing 5 new Visitor Information Outlets and produced the new bi-annual Clarence Valley Visitors Guide, distributing 5,000 copies since its December launch with a 50,000 print allocation over two years. Our marketing initiatives, including ads in major magazines such as Australian Traveller and Holidaying with Kids, achieved over 5 million impressions and significantly boosted our social media presence, while website enhancements and strategic collaborations increased regional visibility and supported local event promotion. Actions delivered from the DMP focused on enhancing digital capability, strengthening collaboration among local businesses, improving visitor experiences through marketing and event development, and supporting sustainable growth across key tourism clusters in the Clarence Valley. In addition, meetings commenced with First Nations groups to review tourism opportunities, alongside the initiation of the application process for Destination Eco Certification.

OBJECTIVE EN8: Enhanced maintenance of green space in a way that encourages responsible use.PL3_Loop.SPL3_DESC}

EN8.1 Review tree varieties and increase tree canopy.

EN8.2 Review tree replacement programs and maintenance of existing street trees

Review tree varieties and increase tree canopy through implementing the Tree Management Policy and Urban Tree Strategy

Review Street Tree Replacement Program throughImplement the Tree Management Policy and Urban Tree Strategy

Project is 95% complete. The final draft is being finalised and will be presented to Council in Q1.

Clarence Urban Tree Strategy adopted at Council meeting on the 20th of June 2025.

Community feedback has been considered and the draft strategy is aiming to be considered at the first Council meeting in 2025 for endorsement.

Clarence Urban Tree Strategy adopted at Council meeting on the 20th of June 2025.

EN9.1 Incorporate accessible infrastructure in design of open spaces managed by council.

EN9.2 Promote current opportunities available that facilitate equal access.

Implement the Open Spaces Strategic Plan

Incorporate the Disability Inclusion Action Plan recommendations in capital upgrades/projects

Report on the delivery of actions in the Disability Inclusion Action Plan 2023 - 2026

The disability action plan recommendations will be implemented in all relevant capital works projects.

The Pippi Beach pathways project in Yamba is an example of this. This will be an all ability pathway with an accessible viewing platform.

Achieved reporting milestones for the Disability Inclusion Action Plan including reporting on actions in the 2023/2024 Annual Report and submission of the 2023/2024 Disability Inclusion Action Plan Implementation Report to the Department of Communities and Justice.

Three Inclusion videos have been created highlighting important inclusion considerations and challenges people who have a disability face in our community. The videos will be launched at the opening of the new Yamba Library and Community Centre, showcasing the new Adult Change Facility.

Implement education and awareness raising campaign actions outlined with the Disability Inclusion Action Plan 2023-2026

In 2024, CVC allocated a $5,000 budget to undertake a disability inclusion campaign. These funds are committed for the 2024/25 year. Before the 2024 Access Committee finished its term, it brainstormed ideas and slogans for the campaign, and came up with “Inclusive Communities: Changing Attitudes, Changing Lives”.

Three Inclusion videos have been created showcasing young people who have a disability, accessing the beach, chatting about feeling included and supported in the community and playing wheelchair goal ball. Social Futures partnered in the project and the three videos are planned to be launched at the opening of the Yamba Library and Community Centre on 18 July 2025, aligning also with the new Adult Change Facility in the new facility. A comms plan for ongoing promotion is to be established including Accessible Tourism campaigns.

OBJECTIVE EN10: A community that doesn’t support detrimental mining activities.PL3_Loop.SPL3_DESC} STRATEGY

EN10.1 Advocate the position of Council in submissions to State and Federal governments as required.

Advocate as required

Council advocating as opportunities arise.

LEADERSHIP

OBJECTIVE LE1:

LE1.1 Deliver a program of water quality education forums.

LE1.2 Develop and deliver a community engagement program.

A strong, accountable, and representative government that engages broadly with the community in a genuine, respectful and meaningful way.PL3_Loop.SPL3_DESC}

Plan and implement delivery of water quality education forums

Implement a plan for community engagement sessions across the local government area

Water efficiency stalls have been held at the local markets in Yamba and Maclean advertising on social media and local radio.

Early engagement undertaken to support the preparation of Integrated Planning and Reporting documentation (Community Strategic Plan and Community Engagement and Participation Plan) including 13 drop in sessions, targeted stakeholder workshops and online surveys.

A total of 24 engagements delivered via Clarence Conversations and promoted through Council channels.

The new Community Engagement Strategy with Participation Plan has been finalised and endorsed for implementation.

LE1.3 Improve Communication, engagement and response to and with the Community.

Deliver the Council's 'Clarence Magazine’ quarterly to report on achievements from the Operational Plan

Deliver timely and informative communications by media releases and social media platforms

Clarence Magazine continues to be an effective platform for sharing Council’s progress with the community. Its alignment with the Operational Plan ensures transparency and reinforces Council’s commitment to open communication. The consistent delivery of each edition highlights strong internal coordination and reflects positively on Council’s service delivery and engagement efforts.

5000 printed copies are distributed monthly across the Clarence Valley with over 30 distribution points. A new look Volume 11 released in April 2025 reached the highest number of digital reads in history of the magazine with an increase of 35%.

Improved coordination and content planning across teams strengthened Council’s communications, supporting transparency and increasing community engagement.

77 media releases were delivered and the data for the Council Facebook page is below:

Metric Total (change from previous year)

Reach 472,378 (+4.4%)

Content interactions (Likes, Comments, Shares) 60,796 (+38.2%)

Update STRIVE branding. Review and update internal policy and procedure templates including the CVC Style Guide

Link clicks 23,990 (+98.9%)

Page visits 227,428 (+108%)

Follows 2,663 (+182.7%)

Total followers 16,597

The refresh of STRIVE branding reflects Council’s commitment to a consistent and professional internal culture, with the branding now embedded across all internal communications. This includes a monthly digital staff newsletter and the introduction of internal video stories, four of which have been developed and shared this financial year and are also available on the Council website to support transparency and staff engagement. The review and update of internal templates and the CVC Style Guide will enhance communication standards across the organisation, with this work set to continue into 2025/2026 to ensure ongoing alignment with best practice.

Implement Communication Strategy Policy and Procedure to ensure effective, timely and meaningful information to our community

The outcomes of 2024/2025 demonstrate Council’s commitment to professional, transparent and consistent communication. By expanding the reach and effectiveness of key channels, including radio, digital newsletters and print media, Council has improved community access to relevant information. The alignment of spokespersons and staff with communication standards and brand guidelines has enhanced Council’s public image and contributed to stronger community engagement across the Clarence Valley.

In line with the IAP2 Framework, facilitate Council's online engagement portal 'Clarence Conversations'

Conduct a companion animal education program to encourage compliance with legislation and policy

17 new project pages were published on Clarence Conversations, 22,000 people visited pages and 155 new people registered.

Key engagements included: Community Strategic Plan, Community Engagement and Participation Plan, Yamba Community Improvement District, McLachlan Street, Maclean, Glenreagh Main Street Upgrade, Grafton Regional Gallery Survey, Cultural Plan 2036. Caring for Caostal Emus and Koala's in the Clarence are ongoing projects and community maintain a consistent engagement online.

A review of Clarence Conversations is currently underway with recommendations anticipated by the end of the calendar year.

Animal Control and Ranger staff have been building education on companion animal issues in the community throughout the year at events and during daily patrols. Increasing numbers of dog attacks is a significant concern and will be a focus for education and compliance throughout 25/26.

LE1.4 Develop a Councillor Youth Mentor program.

Finalise the Councillor Youth Mentoring Program with an evalution and plan for next program noting a new Council from September 2024

The structure of the program has been finalised. Expressions of interest closed in March 2025.

Applicants for this program will be notified of the outcome of their submissions in the 2025/2026 year. OBJECTIVE LE2: To

LE2.1 Gain an understanding of stakeholders' position to inform advocacy role

LE2.2 Engage as a stakeholder in State Government plans for development of the Old Grafton Gaol to create public access to the historic site.

Support the Councillors Listening Tours

Quarterly meetings planned with local State and Federal Members

Council resolution supporting Councillor Listening Tours not renewed.

Tours no longer taking place.

Difficulties in scheduling meeting in quarters 3 & 4 due to competing schedules & federal election.

OBJECTIVE LE4: An effective and efficient organisation that operates in a financially responsible and sustainable mannerPL3_Loop.SPL3_DESC}

LE4.1 Report achievement of Delivery Program every six months.

Ensure compliance with IP&R Framework 2021 and requirements delivered

Develop the Annual Budget and Long Term Financial Plan for 2025/2026 financial year

Update the 10 year Long Term Financial Plan and four year rolling Capital Works Program

Facilitate annual review of Asset Management Strategy and associated Asset Management Plans

Review the Community Strategic Plan 2032 with the community post the election in September 2024

Prepare and deliver the 2025/2026 Operational Plan

All required document as per the IP&R Handbook and guidelines have been completed and adopted by Council. All documents are on Council's webpage.

Completed and adopted in June

The LFTP and Capital Works Program were prepared and adopted during the year.

All Asset Management Plans, Infrastructure Risk Management Plans and the Asset Management Strategy have been prepared and were adopted by Council at the June 2025 Ordinary Council Meeting.

New CSP "The Clarence 2035" adopted at June 2025 Ordinary Council Meeting.

2025/2026 Operational Plan adopted at June 2025 Ordinary Council Meeting

LE4.2 Table the Annual Report within three months of the end of the financial year.

Implementation of 2024/2025 actions from Workforce Management Strategy and review prior to updated Resourcing Strategy for 2025/2026

Coordinate and report complaint management

Deliver the 2023/2024 Annual Report

Deliver the State of the City Report as per IP&R guidelines

LE4.3 Prepare the Annual Financial Statements within legislated timeframes

LE4.4 Demonstrated commitment to reviewing services and service levels.

Complete the Annual Financial Statements

Complete Annual Rating Returns

Implement robust end of quarter financial control processes

Continue to implement and embed the actions from the Customer Service and Records Service Review 2022/2023

Actions in the Workforce Management Strategy 2024/2025 due in 2024/2025 have been completed.

Complaints managed as per the Policy and outcomes reviewed. Report to council via the Governance Report

Completed and submitted.

Available on CVC website

Completed and submitted.

Available on CVC website

Annual Financial Statements completed and lodged with the NSW Office of Local Government by 31 October deadline.

Completed - Annual Rating Returns completed within Annual Financial Statement timeframes and submitted to OLG by 31/10/2024 as per legislation.

Processes improvements have been adopted, with more underway and further controls to be rolled out in the new year.

The State Records Disposal Plan was completed in quarter 2 of the 2024/2025 financial year and submitted to State Records. Monitoring of legislative requirements in relation to records management is ongoing.

The process for establishing internal service level agreements has been finalised.

Continuous improvement in relation to this review will be ongoing with consideration of relevant legislation and constantly changing customer needs.

A review of customer request categories has been completed to enable internal stakeholder to more efficiently respond to customers.

Manage the Delegations and Legislative Compliance Register

Develop a suite of standardised reports in relation to Customer Service Statistics for delivery to Council Executive Management Team monthly, including a summary for Councils Annual Report

Delegations and Legislative compliance registers are monitored within the internal Technology1 system. Quarterly reviews are conducted to monitor compliance.

A report on customer experience statistics has been developed. Review and maintain up to date Intranet and internet content in relation to the Corporate and Customer Experience Team

The review of intranet and internet content related to the Customer Experience Team is conducted continuously throughout the year to ensure information remains current and relevant.

Prepare organisational Environmental Management System and continue implementation of Internal Environmental Audit recommendations

Commence review of the Light Fleet Replacement program

Coordinate quarterly meetings of the Fleet Management Working Committee

Deliver recommendations of the Public Library Service Review

Implement the operating model for the Yamba and Maclean Libraries

Implement the Clarence Regional Library Strategic Action Plan

Review the Biodiversity Offset Policy, associated procedures and offsetting outcomes

The Preparation of the Environmental Management System (EMS) has been completed. All actions of the Internal Environmental Audit recommendations have been carried out. Recommendations such as training of staff and the implementation of the EMS system will be ongoing.

A benchmarking exercise and review of the program was conducted in Q3 FY2025. Recommendations are being implemented in the relevant policies and then will inform an updated program schedule in FY2026.

The fleet management working committee has been assembled and the meetings have been held regularly since re-establishing the committee in April 2024.

Public Library Service Review to commence in August 2025. This will review and update actions from 2023 service review.

A draft Operational Plan has been developed for the Yamba Library and is being reviewed in consultation with internal stakeholders.

The Implementation of the CRL Strategic Plan & Action Plan is on track with an annual update to the CRL Committee presented at the 4 December meeting.

Biodiversity Offset Policy, procedures and outcomes substantially reviewed. Revised policy with associated procedures to be prepared and amendments to DCPs to be considered in Qtr 1-2 of 24/25 in association with DCP review under Strategic Planning management.

Deliver the improvements of the 2023/2024 Service Review Program

Promote and deliver the annual STRIVE Awards for Staff Excellence

Complete the Service Review Program:

• Financial Accounting and Compliance

• Procurement and Contractor Management Services

• Revenue Management

• General Purpose Revenue Management

• Organisational

Ensure the effectiveness and full implementation of The Capability Framework

Service Review outcomes are with the service Coordinator and will be reported to ARIC quarterly meeting.

STRIVE Nominations assessed. Winners selected by panel and Awards announced at end of year Staff Development Day.

Service reviews will be completed between Jan-June 2025. Changes to review priorities occurred. Procurement and Contract Service Review was not completed as an internal audit was completed. Open Spaces Service review was completed.

The pre consultation with third parties for the implementation of this framework is now complete.

The documents that form this framework have been updated and finalised.

Implementation will commence in quarter 1 of the 2025/2026 year in accordance with the relevant consultation provisions of the Local Government (State) Award 2023.

LE4.5 Demonstrated commitment to the functions of the Audit Risk Improvement Committee.

Review and update People and Culture content on the Intranet

Further develop Councils Employee Value Proposition and continue to implement actions from the Recruitment Strategy 2023-2025

Review the Employee Performance Framework for 202526

Develop a suite of standardised reports, including a schedule for delivery to the Leadership Team on a regular basis

Develop and deliver a schedule of employee surveys to support measuring performance against People and Culture strategies, including meaningful reports and plans to action findings

Prepare a multi-year Environmental Action Plan to be supported by an Environmental Levy

A review of the People and Culture related content on Council's intranet and its structure has been completed with a plan developed to systematically work through actions identified in quarter 1 of the 2025/2026 year.

Content has been updated continuously as required throughout the year.

The employee value proposition is scheduled for completion in the 2025/2026 year due to scheduling of projects in the 2024/2025 year.

All internal policies and procedures that form the Employee Performance Framework have been reviewed in the 2024/2025 year.

At the end of each quarter the People & Culture Team collates a metrics report and provides the report to the Executive Team and the Manager Organisational Development.

This is an ongoing action.

The People and Culture Team have scheduled and delivered confidential 3, 6 and 12 month surveys throughout the 2024/2025 year.

Additionally, a confidential all staff engagement survey is now open to responses from all Council employees.

Action completed. A 10-year Environmental Action Plan prepared and costed. A report presenting options to fund the Action Plan was considered by Council's June meeting. A further report will be considered by Council in Qtr 2 of 25/26 FY to determine whether an SRV application will be submitted to IPART.

Review Council's Onsite Wasterwater Strategy (2019)

Implement the Annual Management Letter recommendations

Report on budget management process to ARIC

Complete rollout of upgraded Geographic Information System (GIS) system including provision of end user access and required training

Undertake quarterly corporate system database security and integrity audits and report to the Audit Risk and Improvement Committee

Review of strategy has been completed. A draft Strategy has been exhibited and public feedback considered. A funding strategy will be reported to Council's July 2025 meeting with the aim of making the future OSM monitoring and inspection program self funded.

Work is underway after receiving Management Letter recommendations in November. Progress was made during the interim audit, with the current Draft Interim Management Letter, received late June 2025, having very few points and no high risk items.

Received and noted by ARIC in May 2025.

Internal and Public Mapping systems moved to the cloud and we are now continuing our work on streamlining mapping layers and with the recruitment of a new GIS Analyst will push out a supported user access and training program in 2025

Ongoing - Quarterly updates provided to the ARIC on various IT, cyber security and corporate system topics as requested.

LE4.6 Determine future uses for Grafton Regional Airport.

Deliver the Internal Audit Plan

Complete a Work Health and Safety (WHS) StateCover Audit and complete actions on the three priority areas from the audit

Implement and deliver WHS legislative required Health Monitoring programs (immunisation and lung bus program)

Implement the WHS planning, report and monitor program and undertake site audits

On Track - Internal Audits are being completed as per plan and reported to the ARIC on a routine basis.

The following audits have been completed:

- Drives 24 platform Audit

- Hazardous Materials

- Procurement, Contract Management and Tender process Audit

- Enforcement and Compliance Audit: In progress

A new audit program has been introduced by Statecover, based on a 3 yearly rotation. Council has completed the required actions in accordance with the specified due dates.

Health monitoring and immunisation has been undertaken in accordance with relevant work health and safety legislation to ensure the health and wellbeing of staff and compliance.

KPI inspections and site audits are completed by staff required to do so in accordance with the agreed schedule.

Monthly safety and wellbeing reports are provided to the Leadership team for continuous monitoring of planning reporting and site audits.

Deliver the outcomes for the WHS Internal Audit Action Plan

Complete a masterplan review including a cultural and environmental assessment for the Grafton Regional Airport

The WHS Internal audit action plan is completed. There are ongoing reviews of the effectiveness of the completed actions.

Initial scope and investigation into possible consultants conducted.

LE3.1 Increased payment options for those doing business with Council.

Update Council's Property and Rating system on CiA to enhance payment options

LE3.2 Develop clear, measurable service levels and standards to guide response to correspondence and complaints.

Continue with implementation of priority administrative actions identified in the Environmental Auditing and Compliance Strategy

The pre-requisition technical upgrade of the P&R system has commenced and is due for completion in September 2025 and scoping of organisational process and data requirements for Phase 1 modules is underway. The upgrade of Phase 1 identified modules is expected to be delivered in Dec 2025. Module upgrades in each phase will be delivered with a view to optimising delivery of enhanced payment options.

This Strategy has been placed on hold to enable a moreinformed scope to be identified following early implementation of the Environmental Management System (EMS) in relation to Council's own projects/activities, and consideration of recommendations arising from the internal Enforcement and Compliance Audit.

LE3.3 Deliver Corporate systems upgrade.

Commence phased implementation of Strategic Asset Management module to inform asset management processes

Property and Rating Software Upgrade – Phase 1 (Identified Modules)

The module is technically available and work is continuing on improving the asset data within the asset systems as well as educating key staff on collecting and maintaining critical asset attribute data. Initial scoping /creation of data models for use in this module will commence in 2025/26.

The pre-requisite technical upgrade of the P&R system has commenced and is due for completion in September 2025 and scoping of organisational process and data requirements for Phase 1 modules is underway. The upgrade of Phase 1 identified modules is expected to be delivered in Dec 2025

Implement the next NSW Government DA planning portal stage and integrate with corporate systems

Deliver corporate system dashboards for improved information management and reporting

Implement robust end of quarterly financial control processes including reporting and review mechanisms

Rollout Corporate Knowledge Base software to Council Business Units

Implement corporate system interactive forms and associated workflow for identified business processes

Continue to embed the new recruitment module to build in seamless service delivery including the development of training packages for all stakeholders

As at June 2025, all available components of the integration between the NSW Government Planning Portal and our corporate system have been implemented.

Dashboards are in place for operational plan, risk register, legislative compliance and policy management.

Q1 and Q2 reviews occurred with staff. Dashboard being implemented to allow for further analysis.

Staff are reviewing systems to ensure they meet the Council’s needs. Testing of the current knowledge base with various departments has assessed its usability and ease of updates.

Progress continuing into the second half of the financial year.

Relevant system testing is now complete with all administrators of the recruitment module now trained. The internal recruitment policy and procedure have been finalised with the module now live. The first requisitions have been entered for recruitment in TechnologyOne.

A training plan for Council staff has been finalised and commenced.

Implement and promote the Learning and Development Plan 2024/2025 including eLearning module

Develop the 2025-26 annual Learning And Development Training Plan

Investigate and implement Asset AI to assist with defect identification

The Learning and Development (L&D) Plan was finalised and implemented in August 2024. This plan in addition to eLearning modules are continuously promoted through People and Culture business partner meetings, quarterly Coordinator Forums, staff inductions, messages from the General Manager and through STRIVE News (regular newsletters to all staff).

The 2025–26 Annual Learning and Development Plan has been finalised.

Intelligent Defect Management module and AI enabled defect detection software has been successfully integrated with our corporate systems. Development of an integration interface between our corporate systems and Asset AI technology is underway with the two software vendors and is expected to be available for implementation in 2025/26.

LE3.4 Promote Customer Service Charter.

Report on customer service data in Annual Report

The required Customer Service Data has been included in the annual report and is monitored quarterly.

OBJECTIVE LE5: An accessible local government with improved responsiveness and transparency in its actions.PL3_Loop.SPL3_DESC}

LE5.1 Investigate options for developing a Cultural Capability Framework and establishing a robust Aboriginal community engagement framework.

LE5.2 Develop transparent and robust policy framework to ensure current and best practice policies and procedures.

Embed and implement the actions in the First Nations Employment Strategy for 2024/2025

Review policies as required as per Policy Framework

Engage with State Records to ensure compliance and complete audit requirements as per legislative compliance

The draft First Nations Employment Strategy has been released to the Reconciliation Action Working Group for consultation and feedback.

The policy register is now managed in Council's Technology 1 system. 9 policy reports have gone to Council with officer recommendations in the 2024/2025 year.

The Policy Framework is scheduled for review in the 2025/2026 year.

TThe State Records audit was completed in accordance with State Records and relevant legislative requirements. The resulting actions identified have been prioritised in consideration of risk and compliance.

The disposal plan required by State Records was submitted within the required timeframe.

Council maintains legislative compliance in regards to records management.

Deliver governance compliance as outlined in the Office of Local Government compliance calendar

Ensure all relevant policies are updated with Council post September 2024 election from October 2024 to July 2025

The calendar of compliance and reporting requirements for 2024/2025 are continuously monitored and delivered as required. The calendar is located on the Office of Local Government's website.

Council has completed all relevant compliance activities as identified in the Office of Local Government's Post Election Guide.

Relevant activities were presented as required to Council in the Council Meeting Business Papers.

Disclosures as outlined by legislation and policy of Council. Ensure new staff received training and disclosure officers understand their role in the process.

Finalise the Environmental Auditing and Compliance Strategy and commence the implementation of priority recommendations

Reported to Council in line with legislation and policy.

The preparation of the strategy has been put on hold due to internal auditing being carried out on Council Enforcement and Compliance processes and the implementation of the EMS has commenced across the organisation.

Finalise the OSM Strategy review and commence the implementation of priority recommendations

Finalise the Climate Adaptation Strategy and commence the implementation of priority recommendations

Implement Strategic Procurement Action Plan items

Review of the Strategy has been completed. The draft document post exhibition is scheduled to be reported to Council with a recommendation for adoption in July 2025.

Preferred consultant has been selected following evaluation of a highly competitive RFQ process in Qtr 3 and 4. Item will carryover into 25/26.

The majority of action items from this plan have been implemented. The remaining items will be replaced with the actions from the internal audit on procurement, tendering and contracts, which is yet to be finalized, and a new item created for these actions.

Complete Revenue Debt Management processes as per policy

Review and update the Revenue Policy

Implement overarching Financial Management Strategy objectives

Complete bi-annual depot WHS compliance review

Ongoing - Quarterly debt recovery has been completed as per Policy, with reminder correspondence issued as per timeline. Overdue amounts on accounts unpaid have been escalated for further debt recovery action as required.

Completed and adopted in line with Corporate IP&R timeline for 2025/26.

Strategy drafted by the Financial Planner with a more robust discussion to be held with key stakeholders about the direction and risk appetite or the organization. This will coincide with changes to the statutory QBRS reporting in FY2026.

Inspections at the Townsend and Rushforth Depots were successfully conducted in coordination with the safety team.

Conduct a sale of land for unpaid rates review SOLFUR was successfully conducted in the financial year.

Update Council’s Riparian Action Strategy

Preliminary review of the current Strategy completed by NRM staff. Formal review to be completed in Qtr 1-2 of 25/26.

Substantial change to the existing Strategy is unlikely as it continues to have strong merit.

Continue to delivery outcomes from the Staff Engagement Survey Action plan 72% implemented. Actions delivered to date: Review STRIVE Award program criteria.

Suggestion box available prior to Brekky with boss

Timely recognition of staff achievement at Brekky with boss and in monthly Message from General Manager

Computer Hubs at Depots for outdoor staff.

Monthly lunch and learns.

Learning, Development and Grow Program launched.

Corporate Business Partner Support Program launched.

Complete and report on the independent Customer Satisfaction Survey in August/September 2024

Develop a risk reporting package for delivery to the Leadership Team to better enable monitoring and management of corporate risks and opportunities

Report completed and outcomes present to Councillors in December 2024

Corporate Risks are recorded, reported on and managed in the TechnologyOne system with notifications distributed to risk owners when required.

LE5.3 Promote transparency of access to information.

Complete and audit of Councils WHS documents and provide recommendations

A review of the Enterprise Risk Management Policy and Framework has been completed and was presented to the ARIC and Council. A full review of Strategic risks was completed and presented to the ARIC in May 2025.

An schedule of audits has commenced. The S&W team are currently undertaking a risk assessment of a high risk work location and this will include an audit of a large portion of Council's safety system documentation. Auditing Council's Safety Management System is an ongoing process.

Review and update the WHS Management System

Deliver of the Return To Work Program

Implement and embed the psychosocial hazard management procedure, including training, completing risk assessments, and monitoring and investigating incident reports through Besafe.

Continue to improve integration of Planning Portal with Council's Systems

WHS Management system has been out for consultation, no feedback was provided, it has been endorsed by the HSC committee and uploaded to the Intranet for use.

This is an ongoing process with regular review of legislation and process, regular updates are provided to the workforce. The procedure and program have been out for consultation with the workforce and is in the process of being published on the intranet and displayed in work places for use.

All related policies and procedures have been reviewed with training delivered to staff in the 2024/2025 year.

Risk assessments associated with the management of psychosocial hazards were completed in May 2025. Monitoring of Council's performance will remain ongoing through regular reporting and analysis.

Council became the first council in NSW to fully integrate our Technology1 systems with the NSW Planning Portal. This simplifies customer experience and improves internal efficiencies. Council went live end-to-end with all 5 grant-funded API digital services and configured the critical stage inspections for complying development certificates and principal certifier certificates.

Implement online reporting for Development Applications and associated approvals

A CVC webpage has been created for 'How we're performing" for DAs that have been determined which contains a link to the NSW Government's 'League Table' to show how Council is measured against other NSW Councils. Additional information has been included to provide data on Construction Certificates where Council is appointed as the certifying authority.

Information available differentiates between the complexity of application types received including not notified, notified and advertised which shows that assessment staff are spending more time on complex applications and prioritising smaller scale developments that comply with adopted development controls. Data is updated quarterly.

LE5.4 Develop a Councillor update to keep Councillors informed about successes and ongoing activities.

Promote access and transparency to information in accordance with information legislation and policy

Manage the Unreasonable Complainant Register

Further enhancements may be made after considering updates to the 'League Table'.

Council promotes access and transparency through the Governance Framework. Council monitors out comes of GIPAs, request for information, and access to information via channels such as the website.

The Policy is current and inline with the model policy from the NSW Ombudsman. Relevant staff have attending training in this area and incident reports from staff are managed via email communication and are actioned accordingly by the Director Corporate and Community and General Manager. Policy adopted by Council in June 2025 - no changes and based on model policy

Coordinate Public Interest Disclosure activity and staff education PIDs are monitored by email and the Policy and process for lodging is on the staff intranet. Senior Staff and PID Officers undertook training in PIDs

Deliver training in governance processes as outlined in the Governance Framework

Training relevant to all staff on the Governance Framework has been delivered in one on one sessions or in small groups as required by the Coordinator Governance and Risk and the Manager Organisational Development.

eLearning has been utilised to deliver online training relating to information access, privacy and public interest disclosures.

Facilitate the elected member development of the Deliver Program Delivery Program adopted at June 2025 Ordinary Council Meeting

Deliver a councillor newsletter

Councillor newsletter reinstated and distributed each month LE5.5 Support and equip Councillors as “brand “ambassadors.

Coordinate the elected member professional development program Councillor Induction program complete. Councillor Professional Development Policy adopted and Professional Development Plan prepared and distributed.

LE7.1 Coordinate a schedule of meetings with local State and Federal Members

Prepare the monthly business paper

Quarterly meetings planned with local State and Federal Members

Monthly business papers prepared and distributed as required

Difficulties in scheduling meeting in quarters 3 & 4 due to competing schedules & federal election. Planned to recommence in 25/26.