Delivery Program Progress Report July – December 2024 by Clarence Valley Council

DELIVERY PROGRAM

Progress Report

July - December 2024

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/Clarence-Magazine

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 process for Community Economic Development Strategies for Clarence Valley towns and villages are being reviewed. This process will continue to be further reviewed and refined 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 19 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.

OBJECTIVE SO2:

Deliver the annual 'Illuminate Jacaranda' project in See Park

Support ANZAC commemorative events

Host Clarence Valley Citizen of the Year Awards

Host citizenship ceremonies

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.

Working with stakeholders to deliver events in April 2025

Nominations sought and assessed. Event preparation underway for January 2025

One ceremony held in September 2024.

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_

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STRATEGY ACTION

SO2.1 Implement Signage Strategy including recognition of language.

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

Implement Annual Signage Program

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

STATUS UPDATE

Commenced the installation of identification signage in sports fields, parks and reserves. Coastal risk management signage has also been replaced between Wooli and Minnie Water.

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 staff employed and Yaegl language video (with Our Language program funding).

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

Scoping of project completed. Development of Cultural Capacity Framework to commence in Q3.

Council endorsed the plan for the First Nation Engagement Framework in November including community roundtables, meetings with LALCs, TOACs and elders groups. Cultural awareness training for Councillors has been scheduled ahead of the first community roundtable.

Finalise a Facilities Operational Management Plan for Yamba Community Centre Precinct

Continue Indigenous Land Use Agreements discussions related to Holiday Parks

In addition, community engagement sessions have been scheduled with First Nations stakeholders in February to assist in the development of a Cultural and Engagement Protocol.

An operational plan for the Yamba Library and Community Centre has been drafted.

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_

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STRATEGY

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

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.

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

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

Advocate as opportunities arise

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

Administration of the Clarence Valley Access Committee

Council attended 6 Clarence Valley Domestic and Family Violence Committee meetings between July and December. 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.

Communications campaign was delivered from July to December to promote increase community vigilance including 'Look Lock Leave' and 'If you See Something Say Something'.

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

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

Council advocating as opportunities arise.

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

Council resolved at its December Ordinary Meeting to establish four (4) Advisory Committees to support the themes as contained in the Community Strategic Plan

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

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

Section 355 Committees have been reaffirmed by the new Council. Establishment of Advisory Committee’s resolved at the December Ordinary Meeting.

Administration of the Clarence Valley Community and Cultural Committee Council resolved at its December Ordinary Meeting to establish four Advisory Committees to support the themes of the Community Strategic Plan

Administration of the Clarence Regional Library Advisory Committee

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

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

The first CRL Committee Meeting held on 4 December at Grafton Library. CRL Committee Agendas, Reports and Minutes completed on time. Onboarded new Council library delegates and held AGM election of Chair and Deputy Chair for next 12 months.

Review complete, Council resolved at its December Ordinary Meeting to establish four Advisory Committees to support the themes of the Community Strategic Plan

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.

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

Support the operations of Council owned aquatic and sporting facilities

Provide clear communication on the development of the Regional Aquatic Facility

Off season maintenance was completed at the aquatic centres and several issues with the pumps were identified. White ants were also detected at Junction Hill tennis club, following a regular inspection and required treatment and structural building works.

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. Status update reports have also been provided to Council .

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

2024 estimate of value for insurance purposes of CVC collections has been completed and is in the processes of being finalised.

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

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

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

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

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

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.

Provided support and advice for Clarence Valley public art commissions for local artists including: Grafton Regional Aquatic Centre, Yamba CBD Project and Maclean Community Precinct.

The 2025 Plunge Art & Culture Festival website, call for submissions, and In Focus Photo Competition were launched in November 2024 to support cultural and economic development in the Clarence Valley.

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.

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.

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

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

Provided support and advice to internal and external stakeholders for Clarence Valley public art public art projects including: Grafton Regional Aquatic Centre, Yamba CBD Project and Maclean Community Precinct.

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 and Book Week Celebrations, 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 ACTION

SO5.1 Review of accessible parking in towns.

Review accessible 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

STATUS UPDATE

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.

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.

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

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

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.

A total of 41 organisations were provided with support to access external funding opportunities.

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.

Nine young people were supported with grants totaling $2,300 to attend a sporting or cultural events under Cultural and Sports Trust Fund Program.

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.

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

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

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.

OBJECTIVE SO6: A community supportive of its young people and their safety, growth and development and their participation in decision making that affects them.PL3_

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

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

From July to September, 10 young people from two CV high schools participated in consultation to review 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 that they are interested in including: Yamba Library and Community Centre, Maclean Community Precinct, Clarenza Masterplan, Clarence Regional Aquatic Centre and planning for Youth Week 2025.

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

A number of inclusive, accessible and engaging events have been implemented to support young people and the youth services sector including One Stop Shop, School Holiday Program, Out of the Box After School Activities, RYDA, Lower River Legends, Headspace Consortium, Clarence Youth Network, Youth Week, Healthy Harold and Play 'n' Yarn.

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 delivery 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.

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

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.

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

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

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)

Advocate as opportunities arise

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

Draft delegations prepared.

New Policy adopted by Council after public submission feedback. A Planning Agreement Policy is being drafted as one of the outstanding actions in the Policy. This will assist to negotiation the provision of affordable housing

Delayed in Q1 and Q2 due to the additional work required to finalise the Local Housing Strategy and DCP Flood Planning amendment. This major operational project will commence in Q3 and will be a continuing project.

Council advocate as opportunities arise.

A careers expo was held in 2024, as well as an apprentice and trainee information night. A monthly mentor session for trainee and apprentices to ensure they are supported which at Council.

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

Accelerated DA process implemented 1 July 2024 and is currently being monitored and reviewed to consider uptake, meeting the 20 day target and improvement to processes to improve efficiencies.

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

Progress actions to implement CVC Affordable Housing Policy

As part of the review, constraints that limit entry into the process and widening the scope of applications will be considered.

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

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

Implement the annual Heritage Assistance Grant Program Funding assistance being provided in accordance with October 2024 Council resolution

Investigate signage and streetscape entry improvements to heritage conservation areas

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

SO9.2 Formalise commitment to local 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 the Museum Advisor Program and deliver Museum Skills Development Workshops to support Clarence Valley museums

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

Project paused and to be reassessed with competing priorities as part of draft 25/26 Operational Plan, such as progressing Character Statements for Grafton and Maclean in line with Local Housing Strategy.

Draft will be finalised Q3. Once adopted, streamlined assessment of Heritage Conservation Area repainting works will be available, improving customer outcomes.

The Clarence Valley Museum Advisor Program has advised 7 Clarence Valley Museums across digitisation, display, cataloguing, succession planning, governance, significance assessment, planning, and grant-writing.

Council supported the 100 years of Nymboida Power Station event with 120 residents attending a tour of the historic facility.

Completed.

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

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

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

The Facilities team has supported the project managers in gaining access to the site for their preliminary investigation/works.

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

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

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

Projects this year include the Disability Inclusive Emergency Preparedness forum delivered in November. Ongoing personcentered emergency Preparedness will be delivered over the next 6 months. A review and update of Council Emergency & Disaster pages on Council's website is complete.

Investigations into funding opportunities that align with unfunded Council priority projects are ongoing.

Awaiting Disaster Adaptation Plan framework release to understand how priority projects can be incorporated into the Northern Rivers Regional Disaster Adaptation Plan.

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

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

Council staff providing active contribution to the next generation of bush fire risk management plans. The review is being managed by NSW RFS.

All local emergency management documentation has been reviewed following a multi-agency exercise in May 2024.

Discussions with the NSW Reconstruction Authority have commenced on a recovery exercise to be carried out following the endorsement of the Clarence Valley pre-event recovery plan by the Local Emergency Management Committee.

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

The Clarence Valley pre-event recovery plan was endorsed by the Local Emergency Management Committee in October 2024. Further development of the community profiles will occur over the next 6 months in consultation with community to ensure local knowledge is captured.

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. Working towards 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. There has been no further information provided by TfNSW or 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

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.

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

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

A funding nomination has been submitted under the Regional Precincts and Partnerships Grant Program to develop designs for the CBD redevelopment. Successful project announcements are expected in early January 2025. Note: The PAMP has been superseded by the 2024 Active transport Strategy

Ongoing action. 100% design complete for Gumnut Drive, Yamba and Bent Street, South Grafton pathways to be delivered in early 2025.

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 will advocate as opportunities arise.

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

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

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

OBJECTIVE IN3:

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

The walking trails from The Glen to Maclean were not included as a prioritised project in the Active Transport Strategy adopted by Council in February 2024. Project will not be completed at this time.

High priority projects in the Active Transport Strategy are being planned and delivered. Gumnut Drive, Yamba and Bent Street, South Grafton pathways are at 100% design and will be delivered in early 2025.

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

Complete the Property Management Plan for Glens Creek Road property

Partner with Coffs City Council to manage the Regional Water Supply

Manage the Water Network to meet licence / health requirements

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 an Integrated Transport Study for Yamba. We expect the successful applicants will be announced early in 2025.

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

A review of the previous inflow/infiltration has been undertaken and the cost/benefit indicates that there is greater benefit in undertaking sewer main relining across the broader sewer network.

House and land will be leased and there will be no grazing permitted. New fences have been installed to prevent cattle from getting down to the weir pool. Property management plan is 90% completed.

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 Committee meeting was held in December 2024.

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

IN3.4 Investigate options for water filtration

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

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 2025/2026 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. OBJECTIVE IN4:

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 including 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}

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

Development of the 4-year capital works program is underway and will be ready for exhibition by the end of April 2025.

Refer to the capital works program status update

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

Progress the Open Spaces and Facilities capital works projects

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

Implement Council’s property rationalisation program

Conduct property disposals and acquisitions to support the Capital Works Program

Capital works are progressing well. Aquatic facilities renewals has been completed, Wooli Tennis club structural works is nearing completion as is the Skinner Street seating replacement works.

Design to be developed in 2025.

The property rationalisation program is an ongoing activity for Council. Nil disposals were finalized in this period.

The Property team is currently completing land acquisitions to support the Capital Works Program.

Complete the Civil Services Capital Works Program Refer to the capital works program status update

Complete the Sewer Services Capital Works Program Refer to the capital works program status update

Develop an annual project under the Local Government Road Safety Program

Deliver Fixing Country Bridges Program

Project manage the construction of the Yamba

Community Precinct Centre

Prepare concept design for Cell 5A at Grafton Regional Landfill

Finalise redevelopment of the Grafton Waste Transfer Station

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

Two (2) 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 projects underway or awarded through tender processes and due for completion in 2025.

Significant construction has occurred during this reporting period and project is on track for delivery by June 2025.

Consultant selected and project commenced in Q2. Masterplan to be completed in Q3 and Q4.

Waste Transfer Station will define what the future sites. Tender documentation under preparation. .

Consultant selected and project commenced in Q2. Masterplan to be completed in Q3 and Q4.

Complete the Watercycle Capital Works Program Refer to the capital works program status update

Progress the Building and Facilities capital works projects

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

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

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.

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

High priority projects from the Active Transport Strategy are being planned and delivered. Gumnut Drive, Yamba and Bent Street, South Grafton pathways are at 100% design and are due to be delivered in early 2025.

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

OBJECTIVE IN6:

STRATEGY

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

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.

Well maintained facilities and amenities that serve the needs of a growing residential population and visitors to the area.PL3_Loop.SPL3_DESC}

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

Project includes 3 components - installation of new cat cages (completed), upgrade to Council's 2 Animal Shelters at South Grafton and Townsend (facility audits completed and works being procured) and preparation of an Animal Control and Animal Shelter Strategy (to commence in Q3).

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.

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

Manage annual lease and licence program

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.

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

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

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

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

Ranger and animal control activity has focused on priorities relating to dog attacks and companion animal rehoming in Q1 and Q2 (93 dog attacks investigated, 195 stray dogs either returned to owner or rehomed, 47 incidents of livestock straying. Investigation was also carried out on 103 abandoned vehicles. Approximately 100 Penalty Infringement Notices have been issued on illegal campers. Monitoring of Council-managed land will continue in Q3 and Q4, with new compliance staff commencing in Q3 to improve service delivery.

Completed works to date include, Grafton planter box repairs, Maclean main street beautification works, Iluka waterfront retaining wall repairs and improvements. Yamba Clock tower clean, and Yamba main street bin abutment replacement works.

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

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

Implement an annual program for town and village beautification

IN7.2 Develop small village amenity plans.

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

Town beautification works has occurred in:

Maclean - main street planting and garden tidy up

Yamba - Clock tower repaint and repairs, main street bin

abutment replacement

Iluka - Retaining wall improvement works

Wooli notice board repairs and bollard replacement

Town beautification works has already occurred in"

Maclean - main street planting and garden tidy up

Yamba - Clock tower repaint and repairs, main street bin abutment replacement

Iluka - Retaining wall improvement works

Wooli notice board repairs and bollard replacement

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

Town beautification works plan had been completed in:

Maclean - main street planting and garden tidy up

Yamba - Clock tower repaint and repairs, main street bin abutment replacement

Iluka - Retaining wall improvement works

Wooli - Notice board repairs and bollard replacement

There are upcoming works planned for Dundurrabin, Nymboida and Coutts Crossing

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 Community Halls Strategy is currently in draft. A consultant is engaged to finalise the strategy prior to endorsement by Council

Investigate and install passive lighting at Yamba Skatepark

Seek grant funding for Crown Reserve improvements

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

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

The scope for passive lighting is in progress including the location of the poles and lux levels.

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. Funding opportunities will continue to be applied for to support future upgrades.

A Request for quotation (RFQ) has been issued for the review of the Open Spaces strategic plan, and aquatic and sports sub plans. Documents from interested companies have been received and currently under review. A consultant is expected to be appointed to the project in January 2025.

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 preservation of Schwong Slipway Streetscape team have maintained the grass area and completed a general tidy up.

Plan and deliver projects in accordance with the Active Transport Strategy to enable better access 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 wall is scheduled for 2025. 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.

Advocate as required

Council advocating as opportunities arise.

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

Complete IT/Corporate system Capital Works Program Refer to the capital works program status update

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

STRATEGY ACTION

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

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

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

STATUS UPDATE

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

Following release of the Disaster Adaptation Plan framework, priority projects can be incorporated into the Northern Rivers Regional Disaster Adaptation Plan.

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

Inform projects to be included in long term Capital Works Program

Flood recovery works program delivery 2024/2025

IN10.4 Review and consolidation of Flood Risk Management Plans

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

Complete current year Roads Infrastructure Capital Works Program Refer to the capital works program status update

Deliver Regional Roads betterment projects

IN10.5 Consider options for improved flood mitigation for Ulmarra

Complete Floodplain Risk Management Study and Floodplain Risk Management Plan

Update Glenreagh Flood Model to incorporate climate change

Complete Floodplain Risk Management Study and Floodplain Risk Management Plan

Funding has been secured, and designs options have been developed. Further environmental planning and stakeholder consultation is required to develop preferred options and detailed design.

Preparing tender documents for issuing Feb 2025. The project had been delayed following the decision not to commence the Study and Plan until Council had adopted the draft Flood planning levels.

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

Preparing tender documents for issuing Feb 2025. The project had been delayed following the decision not to commence the Study and Plan until Council had adopted the draft Flood planning levels

IN10.6 Seek funding to upgrade floodplain assets Continue engagement with LGNSW and Floodplain Management Authority to lobby for increase in funding

Capital Works Program Status Update - Projects completed as at 31 December 2024

Sub service Project

Brooms Head Holiday Park Brooms Head C/Park Septic System Upgrade

Brooms Head Holiday Park Kitchen / Bathroom Renewal

Brooms Head Holiday Park Sullage Upgrade

Building & Facilities Administration Building 2 Prince St Improvements

Calypso - Amenities Improvements Site Improvements

Calypso - Amenities Improvements Cabins & Furniture

Floodplain Flood Pump Monitoring (real time remote access)

Floodplain Sth Grafton Pump Upgrade

Iluka Holiday Park Site Improvements

Iluka Holiday Park New Cabins

Local Roads Spencer Street Iluka Safety Improvements

Local Roads Angourie Road Safety Works

Local Roads Great Marlow Rd Rehabilitation

Local Roads Shores Drive Rehabilitation

Local Roads Whiteman creek Causeway Rehabilitation

Local Roads Frames Bridge, Punchbowl Road

Local Roads TBA

Local Roads Culverts & Drainage Renewal Program

Local Roads Coldstream River Bridge, Franklins Road

Local Roads Brennans Road Bridge No 2

Local Roads White Swamp Bridge, Stockyard Ck Rd

Local Roads Old Glen Innes Rd, Dalmorton

Local Roads Coaldale Rd

Local Roads Dundoo Floodway Bridge, Kungala Rd, Hwy Ck

Local Roads Koukandowie No 2 Bridge, Armidale Road, Coutts Crossing

Local Roads Skinners Swamp Bridge, Armidale Road, Blaxlands Creek

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

Local Roads Swan Creek Pavement Repairs

Local Roads Shores Drive Park Ave Private Works

Local Roads Sandon Road Causeway Renewal

Local Roads Yamba

Natural Disaster AGRN 960-RW Tallawudja Creek Road box culverts

Natural Disaster RW Six Mile Lane Bridge Resillience

Natural Disaster AGRN 1012-RW Sandy Swamp Culvert Crossing

Natural Disaster AGRN 960-RW Patemans Road culvert works

Natural Disaster AGRN 898-RW Armidale Road Drainage works

Natural Disaster Wilcox Bridge, Swan Creek

Natural Disaster AGRN1119 – Laytons Range Rd Restoration

Natural Disaster AGRN1119 – Coongbar Rd Restoration

Parks & Reserves Ulmarra Riverside and Village Precinct (URVP) Project

Parks & Reserves Woombah Playground Upgrade

Parks & Reserves Entrance Road Upgrade

Regional Roads Reconstruction

Regional Roads Clarence Way, Pulganbar Sealing Unsealed Road

Regional Roads Clarence Way Slips

Regional Roads Road Reconstruction

Regional Roads Maclean River Street Upgrade

Regional Roads Minor Heavy Patching Program TBA

Regional Roads Armidale Road Restoration Seg 55-57

Regional Roads Clarence Way Resheet

Regional Roads Road Rehab AC

Traffic Facilities Grafton CBD Wombat Crossings

Traffic Facilities Pedestrian Access Mobility Plan

Water Operations Maclean 4.5ML Roof Replacement

Water Operations Water Motorising Crossover Valves

ECONOMY

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

STRATEGY ACTION

EC1.1 Establish a Tourism and Economic Advisory Committee.

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

Administer the Tourism and Economic Development Advisory Committee

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

Council resolved to establish an Advisory Committee to support the Community Strategic Plan theme of economy at its December Ordinary Meeting.

Delivered three workshops and events. 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.

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

Hold bi-annual local contractor / supplier information sessions

Support contractors in the operations of the Clarence Coast Holiday Parks

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

The material and presentation have been prepared and approved, with advertising for the first engagement session scheduled for January 2025.

Council continues to support the Holiday Park contract Managers in all operations of the Holiday Parks. Quarterly meetings have been implemented with CVC staff and contract managers, increased project delivery and improved operational standards.

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 is scheduled to commence in February 2025.

Maclean Chamber of Commerce: partnered on the Maclean Enchanted Christmas event through the Clarence Community Celebrates program, funded by Transport for NSW.

Grafton Chamber of Commerce: hosted the Clarence Valley Business Leaders Breakfast on 23 October 2024, bringing together local business leaders.

Yamba Chamber of Commerce: collaborating on the Yamba Community Improvement District Pilot Program to enhance the town's vibrancy and appeal.

Iluka Chamber of Commerce: while not currently active, we share resources with all chambers via our industry newsletter and chamber mailing list.

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.

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.

EC2.2 Promote infrastructure and environmental heritage assets.

Commence the Business Development Strategy for Wooli Holiday Park

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.

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 the marketing and sales campaigns being the point of difference from the other park in Wooli.

Commence the Business Development Strategy for Minnie Water Holiday Park

Commence the Business Development Strategy for Iluka Riverside Holiday Park

Progress the Holiday Parks Plan of Management

The business development strategy for the Minnie Water Holiday Park is in the process of being developed. Maintenance and compliance are the priority with marketing being identified for family groups and fishing enthusiasts.

The business development strategy for Iluka Riverside Holiday Park is in the process of being developed. Compliance issues have been identified and are being prioritised

Draft Plan of Management to be presented to Council in Q3 for endorsement to submit to Crown Lands for approval to publicly exhibit. Project may be delayed due to Crown Lands assessment timeframes which is outside Council control.

Prepare the Brooms Head Reserve Plan of Management

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

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

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

Plan and deliver the urban tree planting program

The draft Brooms Head Plan of Management was referred to Crown Lands for approval to publicly exhibit in November 2024. At time of writing, a Request for Quote is being finalised with the view of engaging new consultants early in 2025. A draft detailed site plan will then be prepared.

Council continues to actively support and promote the Clarence River Canoe and Kayak Trail through ongoing safety updates, marketing initiatives, and collaborations with local businesses to enhance its appeal as a premier tourism destination.

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.

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 are 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 Locals 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.

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

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

A draft new Developer Contributions Plan is well underway and is on track to be presented to Council for approval to publicly exhibit in Q3.

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

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

Engagement undertaken during Q1/2 include for the Flood Planning Level update, the draft Local Housing Strategy and the draft update to the Community Participation Plan.

Industry engagement activities that will occur in Q3/4 include promoting House Raising with the NSW Reconstruction Authority and to promote the Accelerated DA Service. Specific industry engagement about planning reform is in the planning phase.

Project delayed due to the additional work required on Housing Strategy and Flood Planning Levels. The next step is resolving a recommendation about harvesting timing of the forestry operation in Q3.

Prepare an Implementation Plan for Council's adopted planning strategies Plan to be complete Q3.

Progress the Clarenza Development Control Plan On track to progress draft Clarenza DCP to Council for approval to publicly exhibit by end Q3.

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}

STRATEGY

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 Nor Coast Board of Directors in Yamba to showcase the destination and discuss tourism strategies for the region.

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

Planning underway. To commence in Q3 2025.

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

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 56,000 active users, with top-performing pages such as the Grafton Jacaranda Season and Clarence Valley events. My Clarence Valley social media generated 1,932,629 impressions.

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

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

STRATEGY ACTION

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.

STATUS UPDATE

Council staff are continuing to provide support for redevelopments. On 11 December 2024 the Northern Regional Planning Panel approved the development application for alterations to buildings within the old gaol site for hospital administration use which will facilitate the future redevelopment of the GBH.

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.

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

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

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

STATUS UPDATE

This project was not identified as an action from Stage 2 of the CMP assessment. The CMP has been adopted by Council and endorsed by the Minister and has been submitted for gazettal.

Awaiting ministerial endorsement of Open Coast Coastal Management Program. Consultant to be procured early 2025 to review planning controls, pending successful grant application.

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

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

Develop an LGA wide Flying-fox Plan of Management

One Site Management Plan (SMP) adopted, 6 SMP drafted.

Draft plan of management developed and currently seeking advice from LGNSW and NSW DEECCW prior to exhibition Implement the Bush Regeneration Strategy Draft Bush Regeneration Strategy completed and currently on public exhibition.

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

Project continues to be progressed. Habitat mapping work in Q34 will provide council with local scale strategic information for future planning, protection and management of important areas for koalas.

Inspections for high priority species and high risk pathways continuing as part of the Weed Action Program. Growing conditions for weeds have been very good in Q2 which is resulting in extra action to be taken by the Biosecurity team and landholders.

Continue the Susan Island Flying Fox Habitat Restoration Program Council is currently fulfilling Year 3 requirements for this 8-year environmental project. Tree planting, weed control and other restoration works in collaboration with NSW Government agencies, local community groups and the wider community continuing to enhance awareness of flying foxes and the need to restore habitat.

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 is working in conjunction state agencies to improve weed detection capabilities through the use of smaller drones.

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

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

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

18.5 and 18.6 – action progressed - Discussion held with Clarence Landcare and NC Local Land Services (who deliver actions relating to retaining dead trees/hollows/ installing nest boxes) about developing options to promote benefits of dead trees/nest boxes to landholders. It is intended to also promote this information to be used in the assessment of development applications as appropriate.

Action 19.2 was delivered in Q1. The Native Plants website was launched www.clarencevalleynativeplants.com.au and also promoted internally to Open Spaces and the Development Application assessment teams. In Q2, the Native Plants e-book which accompanies the website was completed and promoted to wider public.

OBJECTIVE 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 Coastal Management Program

Beachwatch water sampling program commenced in November following public consultation to assist with site selection. Results being published on Beachwatch website and sampling to continue until end of February 2025.

Implement an updated Water Efficiency Rebates Scheme Revised rebate scheme implemented with rebates for water tanks active. Additional promotion through Q3 and Q4 to ensure awareness of incentives from Council.

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

Undertake 5 yearly review of Water Efficiency Strategic Plan

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

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.

Consultation with Coffs Harbour City Council planned and preparation of revised draft Plan in Q3. Consultation with Water Efficiency Water Group will be required once that Group is operational.

Council is currently seeking quotes from consultants to prepare the Climate Adaptation Strategy

Climate adaptation management responses for coastal zones and floodplains have been progressed in Q1 and Q2 through the coastal management program and floodplain risk management planning processes.

Background information compiled and finalisation of this action to be completed in Q3 and Q4.

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

Action is well advanced with data compiled and modelling completed. Recommended targets to be reviewed against NSW Climate Change (Net Zero Future) Act 2023 prior to reporting to Council for decision in Q3-Q4.

Landfill gas enhancement works now under contract and action on securing grid connection approval for solar farm commenced. Further progress to occur in Q3 and Q4 on this significant renewable energy and emissions reduction 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} STRATEGY ACTION

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

The Project is fully funded by NSW Government and aims to compile data on illegal dumping activity within the LGA and prepare a management strategy. A Draft Project Management Plan has been developed to enable the project to move forward to ensure the aims of the grant are met. Commencement of a new project officer in Q3 will enable project progression and completion by end Q4 in accordance with funding requirements of NSW EPA.

Implementation of the Solid Waste Management Strategy and Environmental Education Plan is continuing.

In Q2, Council entered into new contract with LGI to maximise the extraction of landfill gas at the Grafton Regional landfill, and when warranted, the supply, installation and operation of an energy generation facility. This project forms a significant component of Action 4 of the Strategy, as does the ongoing investigations into a solar farm at the same location.

In Q3, Planning commenced for a Landfill Masterplan which will examine future needs of the regional landfill site and investigate the establishment of a dirty Materials Recycling Facility (MRF) and “Tip Shop” which are actions identified in the Strategy.

Key achievements in environmental education in Q 1 and Q2 include:

• “Let’s Get Our Scrap Sorted” campaign across tv, radio, paper and social media has taken priority. Locally, our Spring/Summer campaign on Radio 2GF (41 spots) and editorial in the Clarence Valley Independent has drawn on recent waste audit reports that indicate users are still using the red bin for some food waste.

• Visits to the Environmental Learning Facility (ELF) and face to face education increased during Q1 and Q2 with Grafton and Maclean Tafe, local schools and early childhood centres all attending.

• Outreach education included participation in Closing the Gap, stalls at Yamba and Grafton Farmer’s Markets, wax lunch wrap workshops with the Grafton Regional Library and a National Recycling Week Trip to the Tip in November.

• The 14th Living Sustainably Awards celebrated a broad range of Environmental wins for our community and was attended by around 100 people.

Water conservation education highlights included a stall at the Maclean and Yamba markets and a competition and busy social media presence during Water Week.

OBJECTIVE EN7: Celebration and promotion of the diverse natural beauty of the

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.

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 through Implement the Tree Management Policy and Urban Tree Strategy

Implement the Open Spaces Strategic Plan

Project is 95% complete. The final draft is being finalised and will be presented to Council in Q3

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

A Request for Quotation (RFQ) for the strategic plans closed in late November. Staff will review and evaluate the submissions in Q1 of 2025.

OBJECTIVE EN9: Opportunities for equal access to enjoy the outdoors.PL3_Loop.SPL3_DESC}

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

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

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

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.

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

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

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 submitted to the Department of Communities and Justice.

Panning on how education and awareness campaign will be run with implementation commencing in March 2025.

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

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

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

LE1.2 Develop and deliver a community engagement program.

Plan and implement delivery of water quality education forums

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

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

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 19 engagements delivered via Clarence Conversations and promoted through Council channels.

Delivered Clarence Magazine edition 8 (April - June 2024) and edition 9 (July - September 2024). Edition 10 (OctoberDecember 2024) due to the printers in January 2025. Digital Magazine promoted on website, social media and noticeboard and 5000 copies of each edition delivered across the Clarence Valley.

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

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

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

From July - December a total of 32 media releases were generated in addition to a Council Briefs following each Council meeting. Social media averaged 2 - 3 posts daily reaching 357,800.

Corporate Brand and Design Officer has undertaken training to enable internal design and management of document templates. Templates to be grouped into 'packages' for a phased delivery from February 2025.

Development of CVC channels have reached 2671 subscribers to Noticeboard and 14,000 followers on Facebook.

From July - December, there were 97,000 website visits, 32 media releases generated, 357,000 reach via Facebook, 23 Noticeboard e-newsletters distributed, 23 print ads in the Independent.

LE1.4 Develop a Councillor Youth Mentor program.

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

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

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

17 new project pages were published on Clarence Conversations, 20,502 people visited pages, 834 people contributed, and 212 new people registered.

Key engagements included: Community Strategic Plan, Community Engagement and Participation Plan, Draft Housing Strategy, Rushforth Water Treatment Plant Upgrade and the Destination Management Plan.

Animal Control staff have been building education in the community through Q1 and Q2 attending a range of events throughout the Clarence Valley, eg Bunnings Adoption Day, partnering with Animal Welfare League's companion animal vet checkup day, CVC Careers Day and Staff Development Day. Staff have assisted RSPCA with regulation of puppy farms to enhance working relationships with this key animal welfare organisation.

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

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

Ensure compliance with IP&R Framework 2021 and requirements delivered

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

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

IP&R planning is underway to ensure compliance with legislative requirements. CSP engagement has been commenced and draft CSP will be presented to Council in February 2025. Annual Report and State of the City Report have been adopted by Council in this section.

Delivery Program draft completed and operational plan and resourcing strategy planning in place.

On track to be completed as per the Integrated Planning and Reporting preparation timeline.

LFTP and Capital Works Program are in progress, drafts due to Council in April 2025

Asset Management Plans are currently being reviewed; on track to complete by June 2025.

CSP Community Drop in Sessions held in Maclean, Glenreagh, Halfway Creek, Grafton, Yamba, Iluka, Yamba. CSP 2032 to be reported to Council in coming months.

Prepare and deliver the 2025/2026 Operational Plan Draft in preparation and will be presented to Council in April 2025.

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

Manage the Delegations and Legislative Compliance Register

Implementation of Workforce Management Strategy actions is progressing well with over 50% of desired outcomes implemented and the remainder on track to be achieved by the end of 2024/2025.

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

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 are underway with further controls to be rolled out in the new year.

Actions being implemented and a State Records Disposal Plan is being finalised to send to State Records.

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

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

Review and maintain up to date Intranet and internet content in relation to the Corporate and Customer Experience Team

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

A report on customer service statistics has been developed and continues to be assessed and adjusted based on feedback.

The review and maintenance of the Intranet and Internet content related to the Customer Experience Team have been successfully completed in a timely manner.

Actions to ensure satisfaction of internal Environmental Audit recommendations and preparation of the corporate Environmental Management System is well-advanced and ahead of schedule.

Review of the latest industry and local council benchmarks against CVC's existing replacement program. Policy changes will be enacted in Q3 of 24/25FY.

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

Deliver recommendations of the Public Library Service Review Public Library Service Review to commence in February 2025.

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

Deliver the improvements of the 2023/2024 Service Review Program

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. Discussions with Council staff in planning teams commenced to consider adjustment to procedures to provide better biodiversity outcomes and avoid loss of habitat associated with new development. Any amendments to DCPs would be subject to further consultation.

Service Review outcomes will be reported to ARIC at the May 2025 meeting.

Promote and deliver the annual STRIVE Awards for Staff Excellence STRIVE Nominations assessed. Winners selected by panel and Awards announced at end of year Staff Development Day.

Complete the Service Review Program:

Financial Accounting and Compliance

Procurement and Contractor Management Services

Revenue Management

General Purpose Revenue Management

Organisational development

Ensure the effectiveness and full implementation of The Capability Framework

Service reviews will be completed between Jan-June 2025. Procurement and Contract Service Review is superseded by the internal audit being conducted during this financial year.

The plan is to implement throughout the whole organisation next year. Expected finalised date will be December 2025.

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

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

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

In progress and is being updated ongoing to ensure it is easy for staff to engage with and find relevant updated information.

Employee Value Proposition will be completed after the salary review as per the Recruitment strategy. Expected to be completed by June 2025.

A framework has been drafted and in under further review with staff and unions.

Reporting is available to the Leadership Tam via CiA and various reports can be generated for evidence based decision making.

Reporting delivered quarterly. New employee surveys to commence in January 2025 to follow-up on how they are engaging with the organisation.

A multi-year Environmental Action Plan has been drafted for review.

Progress is substantial and Draft Strategy expected to be reported to Council pre-exhibition in Q3. Strategy on schedule to be completed in Q4.

Work is underway after receiving Management Letter Recommendations in November 2024. Updates are reported to ARIC quarterly.

Reporting is a standing item at all ARIC meetings. The ARIC is satisfied with the reporting frequency and depth.

Internal and Public Mapping systems moved to the cloud and streamlining mapping layers underway. Supported user access and training program to be delivered in 2025

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

Internal Audits are being completed as per plan and reported to the ARIC on a quarterly basis.

The annual audit has been completed with councils Workers Compensation insurer, showing promising results. It displays past actions over the last 4 years have been effective and the current focus and continuation of completing these remaining tasks is having a beneficial effect on staff at Clarence Valley Council.

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

The immunisation program has been improved further with the implementation of relevant immunisations in the recruitment process, thus ensuring prompt vaccination and protection for staff. A strong health monitoring program is also scheduled for the first half of 2025 including the below:

- Hearing and fit testing

- Noise Monitoring

LE4.6 Determine future uses for Grafton Regional Airport.

Implement the WHS planning, report and monitor program and undertake 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

- Respiratory fit testing

- Hazardous chemical health monitoring

- Welding fume health monitoring

Monthly and six-monthly reports on performance in relation to Health and Safety provided to management.

KPI inspections are on track with further improvements to be included with the implementation of councils new online WHS management system, there is also a current review taking place regarding the process of KPI inspections in relation the WHS Management System.

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

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.

LE3.3 Deliver Corporate systems upgrade.

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

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

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

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

Prerequisite technical checks completed during November 2024. Roadmap for entire P&R System Upgrade and delivery of enhanced payment options to be signed off in early 2025 by the Executive and then scoping sessions with key stakeholders will be scheduled accordingly.

During Q1 and Q2 Council staff have focused on development of the Environmental Management System to manage environmental performance from Council's own activities.

The module is available and work has commenced on improving the asset data within the asset systems as well as educating key staff on collecting and maintaining critical asset attribute data.

Prerequisite technical checks completed during November 2024. Roadmap for entire P&R System Upgrade to be signed off in early 2025 by the Executive and then scoping sessions with key stakeholders will be scheduled accordingly.

Council continues to lead sector with DA Portal Integration for Consents achieved in June 2024 and then Building Inspection Certificates achieved in October 2024. To date, all but one component of the integration between the NSW Government Planning Portal and the corporate system have been implemented, with the final process due by June 2025.

LE3.4 Promote Customer Service Charter.

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

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

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

Q1 and Q2 reviews completed. Dashboard being implemented to allow for further analysis.

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.

Recruitment module is on track for full implementation by June 2025. January and February 2025 will involve finalising procedures and testing/training with employees with a soft launch for recruitment applications in March 2025

The Learning and Development Plan 2024/2025 is promoted within the organisation by discussing it in our people and culture partner meetings with managers and offering professional development opportunities. Professional Development applications have significantly increased over the last 3 months since releasing the new Learning and Development plan. Learning and Development plan are discussed at the new staff induction for new employees and have now incorporated it into the new people manager training to be launched in 2025 to create more awareness about the Learning and Development plan.

Develop the 2025-26 annual Learning And Development Training Plan

investigate and implement Asset AI to assist with defect identification

Report on customer service data in Annual Report

The new plan is being completed in Q3 for finalisation in April 2025

AI software has been integrated with our corporate systems and comprehensive testing is currently being performed with a view to achieve full implementation in early 2025.

Data is reported in Annual Report

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.

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

A draft has been completed and it is being reviewed with the First Nations Reconciliation Action plan and First Nations Staff.

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

Review policies as required as per Policy Framework

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

Monthly policy report submitted to Council for all policies to go out for public exhibition. Policy Framework followed.

State Records Disposal Plan has been completed and it is being sent to State Records. Other actions being progressed. Deliver governance compliance as outlined in the Office of Local Government compliance calendar Calendar of compliance and reporting requirements for 2024/2025 monitored and deliver as required. Calendar is located on OLG website.

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

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

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

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

Complete Revenue Debt Management processes as per policy

Review and update the Revenue Policy

Implement overarching Financial Management Strategy objectives

Council on track to ensure compliance from guidepost election. Relevant policies presented to Council through the monthly policy report

Reported to Council inline with legislation and policy

During Q1 and Q2 Council staff have focused on development of the Environmental Management System to manage environmental performance from Council's own activities.

Review of the Strategy is on track. Expected to provide a draft for Council's consideration pre-exhibition in February 2025.

Request for quotation to complete the Climate Adaptation Strategy planned for early Q3

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.

Draft Revenue Policy document populated in line with Corporate IP&R timeline for 2025/26.

Budget management objectives have been implemented with quarterly budget meeting with managers in reviewing expenditure against budget and planning for 2025/2026 budget. Objectives implemented and achieved in completing the annual financial statements by end Oct 2024.

Complete bi-annual depot WHS compliance review

Conduct a sale of land for unpaid rates review

Update Council’s Riparian Action Strategy

Continue to delivery outcomes from the Staff Engagement Survey

All actions from the last compliance review have been completed and scheduling for the next round of reviews is underway.

Review completed and report presented to 19/12/2024 meeting where Council has resolved to proceed with sales of up to 31 properties which are greater than 5 years overdue. Auction date has been set for 16/04/2045.

Initial review undertaken by NRM staff and further review in Q3 and Q4. Substantial change to the existing Strategy is unlikely as it continues to have strong merit.

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 Report completed and outcomes presented to Councillors in December 2024. Feedback will be considered in the development of the new Community Strategic Plan.

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

Complete and audit of Council’s WHS documents and provide recommendations

A review of the Enterprise Risk Management Policy has been completed and will be presented to the ARIC in February. A full review of Strategic risks is underway to ensure risk management is inline with reported risks by JLT. Presentation will be given to ARIC in May 2025 for their review and ongoing monitoring. From this update, the leadership team will be better able to manage current emerging risks.

This process is undertaken as part of Council internal audit and also in conjunction with the Statecover Audit, an internal program has been developed and implemented in the team. An internal auditing procedure is currently being developed with role out in 2025 to align the current schedule.

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.

The WHS Management system has been reviewed and is currently waiting for leadership review, once this occurs, it will g out for wider consultation, with the aim of reviewing feedback and releasing the document mid 2025.

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 reviewed and are with the Manager for final review before going out for consultation.

Psychosocial training has been undertaken for the Leadership and coordinators. Some training was rolled out at the Health and & Wellbeing expo and toolbox talks are lined up to be delivered early 2025 and delivered to People Managers and staff. Individual surveys will be sent out to staff February 2025 and then risk assessments will be scheduled to take place on each section. Any events entered into the Be safe system are assessed and addressed accordingly.

LE5.3 Promote transparency of access to information.

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

Continuing to work with Sentient (third party technical support provider) to resolve errors and continually improve Council's integration with the Planning Portal and Council's CiA system to increase efficiencies for staff. Council is likely to be the first fully integrated Tech 1 Council in Regional NSW and has progressed Post Consent Certificates and PCA applications to be streamlined to simplify customer experience.

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

Implement online reporting for Development Applications and associated approvals

LE5.5 Support and equip Councillors as “brand “ambassadors.

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

Manage the Unreasonable Complainant Register

A webpage has been created for 'How we're performing" showing a range of data related to DAs determined. The webpage also links to the Department of Planning's 'League Table' to show how Council is measured against other local Council's across the state. Further enhancements will be considered depending upon future 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 in line 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

Coordinate Public Interest Disclosure activity and staff education

Deliver training in governance processes as outlined in the Governance Framework

Facilitate the elected member development of the Deliver Program

PIDs are monitored by email and the Policy and process for lodging is on the staff intranet.

Training has been delivered to staff in relation to GIPA processes and other relevant training is in the Learning and Development Plan.

Community feedback is ongoing and recommends the review and reduction in Community Strategic Plan (CSP) objectives as well as a change in the name of one of the themes. An updated draft CSP will be presented to the February 2025 OCM for endorsement for public exhibition. The updated draft CSP will include the five themes - COMMUNITY, INFRASTRUCTURE, ECONOMY, ENVIRONMENT AND LEADERSHIP objectives based on feedback for the aspirations of the Valley's ten year vision. Once CSP is finalised Delivery Program will be developed in conjunction with Councillors.

Deliver a councillor newsletter

Coordinate the elected member professional development program

Councillor newsletter was not restarted after September election due to loss of staff in section. To restart in January 2025.

Councillor Induction program complete. Councillor Professional Development Policy adopted and Professional Development Plan prepared and distributed.

LE6.1 Deliver opportunity for community input to decision making through submissions and deputations

Prepare the monthly business paper

Monthly business papers prepared and distributed as required with time to ensure deputations can be booked pre-Council meeting. Required documents are placed on the website and communicated with the community they are out for public exhibition with submissions collated within returning council reports

OBJECTIVE LE7: A strong relationship between all levels of government and partnerships with community to deliver outcomes that benefit residents.PL3_Loop.SPL3_DESC}

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

Quarterly meetings planned with local State and Federal Members Meetings held quarterly. Last meeting held 11.12.2024