Draft Clarence Valley Council Delivery Program 2025/2026 to 2028/2029 by Clarence Valley Council

Delivery Program 2025/2026 to 2028/2029

Message from the Mayor

The Delivery Program 2025 to 2029 our commitment to the Valley.

A commitment from all the Councillors as a primary reference point for all activities undertaken by council during our 4-year term, what our priorities are and how programs will be scheduled.

To be added post public exhibition

Cr Ray Smith, Mayor

Integrated Planning and Reporting Framework

The Integrated Planning and Reporting (IP&R) Framework guides the way Councils in NSW develop, document, report and deliver long term plans for their community. The IP&R Framework is a legislative requirement which forms part of the Local Government Act 1993

The IP&R Framework begins with the community’s aspirations for a period of least 10 years, considered by each newly elected council. It includes a suite of integrated plans that set out a vision with objectives and specific strategic actions to achieve those aspirations.

It allows councils and their communities to have conversations relating to funding priorities, service levels, preserving local identity and planning in partnership for a more sustainable future. It involves a reporting structure to communicate progress to council and the community as well as a structured timeline for review to ensure the goals and actions are still relevant.

Council has utilised this framework in collaboration with our local community to ensure our strategic planning and reporting delivers our communities vision for the future of the Clarence Valley.

Figure 1.

Figure 1 – Integrated Planning and Reporting Framework (www.clarence.nsw.gov.au/IPR)

Community Engagement Strategy

The Community Engagement Strategy is based on social justice principles and details how we engage with our community to prepare IP&R strategies. The Council’s Community Engagement Strategy includes the Community Participation Plan.

Community Strategic Plan (10-year)

The Community Strategic Plan is the overarching document. It identifies the community’s vision, aspirations and priorities for all Council plans and policies.

Delivery Program (four-year)

The Delivery Program establishes the direction for each new Council. It is a statement of commitment to the community by outlining the focus the Council intends to contribute towards achieving the long-term aspirational goals of the community as identified in the Community Strategic Plan.

Resourcing Strategy

Without sufficient resources - money, people and assets, the objectives of the Operational Plan cannot be achieved. The Resourcing Strategy consists of three components: the Long-Term Financial Plan, the Workforce Management Strategy and the Asset Management Strategy.

Operational Plan (one-year)

Supporting the Delivery Program is an annual Operational Plan prepared by the General Manager and staff. The Operational Plan defines how the commitments of the Delivery Program will be achieved by detailing measurable actions: what the Council will deliver where; how delivery will be resourced; what delivery will cost; who is accountable for each action; and, how performance is measured.

Capital Works Program

Capital works are projects that build, renew or upgrade infrastructure. They include such things as road improvements, resurfacing, intersection upgrades, shared pathways, drainage improvements and new facilities such as community centres, playgrounds and libraries. The Capital Works Program can be found in the Operational Plan.

Revenue Policy

The Revenue Policy ensures fair and equitable levying rates and charges in order to provide sufficient funding to carry out services for the benefit of all ratepayers of the Clarence Valley Local Government Area. The Revenue Policy can be found in the Operational Plan.

Budget

Council generates income to fund services and assets for the LGA through rates on property, developer contributions, interest on investments, government grants, user charges and business activities. The budget can be found in the Operational Plan.

How is the Delivery Program developed?

The Delivery Program has been developed by considering the priorities communicated by the community – it is the strategies the governing body aims to achieve for the community. Each DP strategy is linked to an objective in the CSP and likewise each action in the Operational Plan is linked to a DP strategy. The DP links the CSP to the Operational Plan.

One of the most important requirements of the Delivery Program and the Operational Plan is to identify who will be responsible within Council for completing the various projects or activities.

Allocation for the DP outcomes is Manager/Section level where the OP identifies the team/officer who is responsible for this action.

The DP is prepared by the new Council after each election through collaboration and discussion about the goals the Council wants to achieve in its four year term. The DP is required to be adopted by the 30 June in the year following a local government election, after it has been on public exhibition for 28 days.

This nine month transition period allows the new Council time to engage and understand the aspirations of community to inform the DP.

Councillors attended a facilitated workshop on 29 October 2024 to consider and document their collective views of what they wanted to achieve during their four year term. This information was compiled and provided back to the councillors in December 2024 for further feedback on the strategies and has led to the current Delivery Program.

The DP considers the following:

• priorities identified by the community during the development of the CSP. Councillors had a presentation from the two external providers who conducted the Community Satisfaction Survey and the ViewsID analysis

• service levels expected by the community

• opportunity to link with Commonwealth, State or Regional programs and projects.

Monitoring and reporting

The Delivery Program is monitored throughout the year and with the achievements of the operational plan actions. A six monthly progress report on the outcomes of the Delivery program is reported to Councillor – these are reported in February and July each year. The Annual Report published by the end of November annually, outlines the progress of the DP and OP.

The Clarence Valley is a community full of opportunity

Social

• Access and equality

• Cultural activities

• Recreation and active living

• Built environment

• Community facilities

• Heritage

• Public health and safety

• Affordable housing

Environmental

• Water management

• Biodiversity

• Waste management

• Climate change

• Alternative energy

• Air quality

• Environmental impact of development

Infrastructure

• Infrastructure that supports active living

• Transport

• Essential infrastructure

• Floodplains and drainage

Economic

• Regional opportunities

• Economic sustainability

• Small business strategies

• Tourism

• Vocational pathways

• Supply chain issues

Leadership

• Policy frameworks

• Decision-making

• Representation

• Service levels

• Employer

• Business efficiency

• Ethics

• Consultation

• Infrastructure that supports community connection

• Affordable housing

Strategic Direction

Strategic Theme 1: Community

A community that is safe, connected and inclusive

CSP Objectives

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

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

Art and culture are celebrated, and historical assets preserved

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

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

• Disability Inclusion Action Plan

• Reconciliation Action Plan

• Crime Prevention Strategy

• Clarence Regional Library Strategic Plan

• Local Strategic Planning Statement

• Local Growth Management Strategies

o Rural Lands Strategy

o Local Housing Strategy

o Employment Lands Strategy

o Green Infrastructure Strategy

• Cultural Plan

• Open Spaces and Recreation Management Strategy

CSP OBJECTIVES DELIVERY PROGRAM STRATEGY

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

Promote access to services, information, employment and the rights of people with disability

A community with equal access to services, events and opportunities

Prepare precinct plans or character statements for prioritised towns and villages to increase community connection, enable sustainable growth and enhance their identity

Maintain a library network to support growth, learning and a sense of community

Enhance public safety, health and liveability though partnerships and the use of Council’s regulatory controls and services

PRIMARY RESPONSIBILITY

Communications and Engagement

Development Land Use Planning

Communications and Engagement

Environment and Regulatory Services

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

Art and culture are celebrated, and historical assets preserved

Develop strong and productive relationships that empower and engage our First Nations communities

Develop knowledge and awareness of First Nations Cultural Heritage and protocols, recognising First Nations peoples value and integrity

Celebrate events and significant dates of importance in the First Nations Community

Provide space for active community participation and strong relationships with local Traditional Owners

Support and enable arts and cultural events, projects and activities within the Clarence Valley

Support Heritage Story Telling

Support the Regional Gallery, public art and events that build our cultural identity and grow our creative industries

Preserve historic buildings to serve current and future needs of the community

Cultural assets and public art is valued and plays a role in celebrating local arts as well as bringing innovative opportunities to the Valley

Communications and Engagement

Development Land Use Planning

Communications and Engagement

CSP OBJECTIVES DELIVERY PROGRAM STRATEGY

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

Increase engagement and include young people in decisions that impact them and their future

Provide modern library services with spaces, services, collections and activities that meet their needs

Develop partnerships with educational facilities across all ages of learning.

Support and encourage programs that offer mentoring, leadership and pathways to education and employment

PRIMARY RESPONSIBILITY

Communications and Engagement

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

Ensure planning for new housing is diverse, affordable and in well-located areas, while protecting our natural environment and local character

Ensure planning controls for new development improved immunity to natural disasters

Work with the private sector, government, and the community to ensure our residents have access to safe, secure, diverse and affordable housing that meets their needs at every stage of life

Influence housing affordability either directly or indirectly through land use zoning, development controls, the timing of land release, location of services and facilities and the levying of rates, development contributions and application fees

Ensure that the quality and quantity of parks provides equitable access which can be sustainably maintained into the future

Development and Land Use Planning

Open Spaces and Facilities

Strategic Theme 2: Infrastructure

Infrastructure and facilities that are safe, accessible and serve the needs of the Clarence.

CSP Objectives

A safe, connected and accessible road network

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

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

Footpaths and cycleways that are interconnected, maintained and reach destinations

Impact of natural disasters and environmental conditions on infrastructure is minimised

Plans/Strategies

• Active Transport Strategy

• Facilities Management Plan

• Integrated Water Cycle Management Plan

• Open Spaces Strategy

• Playground Strategy

• Sport and Recreation Strategy

• Community Hall Strategy

• Green Infrastructure Strategy

A safe, connected and accessible road network

Monitor road and bridge network maintenance to meet standards identified in the Asset Management Plan

Deliver road and bridge upgrades as per Capital Works Program

Deliver the level of service and response to a range of road related issues as outlined in the Roads Policy

Plan network delivery by preparing shovel ready project proposals to secure funding

Support the Safe Work Systems recommendations and outcomes for road safety initiatives

PRIMARY RESPONSIBILITY

Civil Services

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

Advocate State government funding for gateway maintenance of State land

Undertake an asset renewal program to ensure the sewer network operates effectively

Deliver effective water quality projects and programs

Plan for the delivery of infrastructure to support community growth

Investigate Water Filtration opportunities

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

Work collaboratively with property owners and stakeholders to improve outcomes for floodplain drainage crossings

Plan and deliver an annual urban stormwater management maintenance program

Plan for green infrastructure assets that protect the Clarence River, our wetlands and our beaches and ensure new green infrastructure assets for the Clarence Valley are sustainable over the lifecycle of the asset

Civil Services

Footpaths and cycleways that are interconnected,

Seek funding and deliver priority outcomes identified in the Active Transport Strategy

Integrated planning for positive active transport outcomes in new development

Civil Services

Office of the General Manager

Water Cycle

Strategic Infrastructure

Water Cycle

Civil Services

Development Land Use Planning

Strategic Infrastructure

CSP OBJECTIVE DELIVERY PROGRAM STRATEGY

maintained and reach destinations

Impact of natural disasters on infrastructure is minimised

Increase the active transport network to encourage walking, bike riding and improved mobility and accessibility

PRIMARY RESPONSIBILITY

Strategic Infrastructure

Consider flood immunity in future planning for road assets Civil Services

Seek funding to upgrade floodplain assets Water Cycle

Work with NSW State Government on funding for their Disaster Mitigation Framework

Emergency management planning centre at Grafton airport

Strategic Infrastructure

Open Spaces and Facilities

Ensure the quality of future water supply Water Cycle

Strategic Theme 3: Economy

A diverse economy that complements the environmental and social values of the Clarence.

CSP Objective

Business led innovation is supported and encouraged

An attractive environment for industry and local businesses to flourish

Dispersed and sustainable tourism

Telecommunications that adequately service the community

Employment and education are diverse and accessible

Strategies/Plans

• Clarence Valley Regional Economic Development Strategy

• Destination Management Plan

• Local Growth Management Strategies

o Rural land Strategy

o Local Housing Strategy

o Employment Lands Strategy

o Green Infrastructure Strategy

• Delivery Program Strategies

• Grafton Waterfront Precinct Plan

• Community Economic Development/Precinct Plans

• Grafton CBD masterplan

CSP

Business led innovation is supported and encouraged

DELIVERY PROGRAM STRATEGY

Strategic planning activities focus on delivery of the Local Growth Management Strategy

Monitor developments to ensure compliance with planning and building regulations and policies

Assess development though a transparent and efficient process

Ensure design and management of the built and landscaped environment limits opportunities for crime to occur

Ensure development and public spaces meeting the Disability Discrimination Act provisions for accessibility

Ensure our existing urban areas and planning for new development creates healthy street trees which are aligned to achieving greater canopy cover for our streets.

OP PLAN ACTIONS

Development and Land Use Planning

An attractive environment for industry and local businesses to flourish

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

Communication and Engagement

Implement Urban Tree Planting Strategy Open Spaces and Facilities

Develop and implement strategies to support sustainable and regenerative agricultural, agribusiness and farming practices

Support and coordinate activities for small business and industry

Implement sustainable procurement practices that promotes positive local, social and economic outcomes

Development Land Use Planning

Communication and Engagement

Finance

Plan for the future use of the Grafton Regional Airport Open Spaces and Facilities

Dispersed and sustainable tourism

Create opportunities for outcomes that activate the Clarence River

Prioritise the position of Council as an accredited Eco Certified Destination

Communication and Engagement

Telecommunicati ons that adequately service the community

DELIVERY PROGRAM STRATEGY

Sustainably develop and manage the Clarence Valley Visitor Economy by delivering the Destination Management Plan

Support the sustainable growth of local industries that are respectful of the lifestyle that exists to benefit the whole of the LGA without burdening the coast further

Advocate for equity for mobile and broadband services in regional, rural and remote communities and on regional and remote roads

Seek for funding to deliver the actions of the Disaster Resilience Framework to build resilience of telecommunications infrastructure

OP PLAN ACTIONS

Communication and Engagement

Development and Land Use Planning

Office of the General Manager

Strategic Infrastructure

Business led innovation is supported and encouraged

Deliver prioritised planning actions from the Rural Lands Strategy, Local Housing Strategy and Employment Lands Strategy

Deliver prioritised actions from the Regional Economic Development Plan

Advocate for educational facilitates within the Valley and Northern NSW

Build partnership with education facilities within the Valley

Development Land Use Planning

Communication and Engagement

Office of the General Manager

Organisational Development

Strategic Theme 3: Environment

A natural environment that is protected from local and global pressures

CSP Objectives

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

Coastline, waterways and natural environment are healthy

Green space is maintained and used responsibly

Protection of the environment is encouraged through initiative and education

Reduce, reuse and recycle are priorities in the community Strategies/Plans

• Environmental Management System

• Biodiversity Strategy

• Bush Regeneration Strategy

• Coastal Management programs

• Urban Tree management Strategy

• Solid Waste Management Strategy

• Community Energy and Emissions Reduction Strategy

• CVC Riparian Strategy

• On-site Wastewater Management Strategy

• Community Energy and Emissions Reduction Strategy

• Water Efficiency Implementation Plan

• North Coast Weeds Action Plan

• Green Infrastructure Strategy

CSP OBJECTIVE

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

DELIVERY PROGRAM STRATEGY

Monitor amendments to the Companion Animals Act aimed at protecting the natural environment and consult the community accordingly

Improve ecological management of council owned reserves and corridors

Undertake best practice pest management on council owned and managed land

Promote sustainable business practices to reduce our region as ecological footprint.

PRIMARY RESPONSIBILITY

Environment and Regulatory Services

Open Spaces and Facilities

Communication and Engagement

Coastline, waterways and natural environment are healthy

Seek funding to deliver the Open Coast Costal Management Programs to conserve and enhance the coastline

Deliver the five-stage process for developing an estuary coastal management program

Support and promote Council’s position against mining in the catchment when opportunities arise

Promote sustainable development that integrates with environment

Monitor beach water quality

Green space is maintained and used responsibly

Protection of the environment is encouraged

Reflect ‘best practice’ in tree management that is appropriate for Clarence Valley Council

Plan for green, liveable and connected reserves, parks and places to ensure balanced outcomes for the community.

Plan for development that values and respects the high biodiversity of the Clarence Valley’s natural environment for current and future generations.

Create Tree Master Plans for towns

Demonstrate leadership on climate change through education and action

Conduct Environmental Learning Facility programs

Water Cycle

Development Land Use Planning

Environment and Regulatory Services

Open Spaces and Facilities

Development Land Use Planning

Open Spaces and Facilities

Environment and Regulatory Services

CSP OBJECTIVE

through initiative and education

DELIVERY PROGRAM STRATEGY

Coordinate water quality and preservation education and communications

Facilitate sustainable living awards

Reduce, reuse and recycle are priorities in the community

Increase in community participation in waste recycling through education programs

Promote Clarence Valley Waste App

Investigate and deliver renewable and sustainable energy supply opportunities for Council assets

Deliver a waste education program

PRIMARY RESPONSIBILITY

Environment and Regulatory Services

Clarence Valley Council

Strategic Theme 3: Leadership

Open and transparent leadership that effectively sets and delivers the long-term goals of the Clarence Valley.

CSP Objectives

Council is accountable and representative with open and transparent leadership

Council is financially responsible and sustainable

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

Diverse views are considered in decision making

Resources and services are managed efficiently and effectively

Strategies/Plans

• Community Strategic Plan

• Delivery Program

• Operational Plan

• Long Term Financial Plan

• Asset Management Strategy

• Workforce Management Strategy

• Community Engagement Strategy/Public Participation Plan

CSP OBJECTIVE DELIVERY PROGRAM STRATEGY

Council is accountable and representative with open and transparent leadership

Council is financially responsible and sustainable

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

Diverse views are considered in decision making

PRIMARY RESPONSIBILITY

Deliver the Councillor Professional Development Program Office of the General Manager

Enhance Leadership Effectiveness, capability and ethical behaviour through professional development opportunities

Office of the General Manager

Ensure legislative compliance as demonstrated in the Governance Framework Organisational Development

Promote transparency of access to information. Organisational Development

Manage and reduce risk to the organisation Organisational Development

Ensure financial sustainability through effective financial management Finance

Ensure revenue raising is equitable, and revenue from grants and other income sources is maximised

Finance

Deliver effective asset management by maximising asset maintenance Strategic Infrastructure

Ensure Council’s sustainable procurement strategy is effective and efficient Finance

Coordinate a schedule of meetings with local State and Federal Members

Engage with relevant stakeholders to inform advocacy for the Valley

Support and equip Councillors as ‘brand’ ambassadors

Engage with the community to inform decision making

Provide reporting to the community, informing of council achievements through effective and best practice communication

Deliver specialised engagement strategies with our First Nations communities and our young people

Office of the General Manager

Communication and Engagement

CSP OBJECTIVE

DELIVERY PROGRAM STRATEGY

Coordinate Advisory Committees to inform decision making related to Council’s CSP and Delivery Program

Deliver opportunities for community input into decision making through submissions and public forums

PRIMARY RESPONSIBILITY

Organisational Development

Office of the General Manager

Resources and services are managed efficiently and effectively

Provide a high standard of customer service to the community Organisational Development

Deliver the Service Review Program Organisational Development

Deliver corporate system upgrade to support better our community Systems and IT

Deliver efficiencies as required with emerging technologies Systems and IT

Deliver an effective complaints management system Organisational Development

To be updated post exhibition

Better Service Delivery Service Review plan

Under legislation Councils must undergo a program of service reviews which must be published in the Delivery Program. Service reviews are a vital process to ensure that services and facilities meet community needs and wants as well as into the future.

Council’s four-year service review plan is outlined below, and progress will be reported in each Annual Report.

2025/2026

2026/2027

Parks & Open Spaces

Libraries

Roads Road Furniture

2027/2028 Aquatic Centres Cemetries

2028/2029 Community Facilities

Resourcing the Clarence Long Term Financial Plan

This plan informs decision-making by modelling known financial impacts. It captures the financial implications of asset management and workforce planning to help us deliver on our priorities and objectives while ensuring longterm financial sustainability.

The Long Term Financial Plan includes a financial forecast for a minimum of 10 years and is reviewed annually. The financial forecasts are driven by our priorities and objectives from The Clarence 2035, key metrics, assumptions and inputs, and core information contained The Clarence 2035, Asset Management Strategy, Asset Plans and the Workforce Management Strategy

Council is committed to delivering objectives to the community while achieving sound financial management and is guided by key financial objectives as outlined in the Local Government Act 1993:

1. Spending should be responsible and sustainable, aligning revenue and expenses

2. Invest in responsible and sustainable infrastructure for the benefit of the local community

3. Carry out effective financial and asset management

4. Consider intergenerational equity in financial management.

Workforce Management Strategy

This strategy forecasts how we will meet workforce resourcing and capability requirements to deliver on priorities and objectives.

The focus areas outlined in the Workforce Management Strategy Plan will have significant impact on the way we deliver our services to the community, highlighting the importance of strategic workforce planning and engagement.

The key priorities of our plan are:

1. Invest in our people to grow and excel

2. Build a safe, diverse and inclusive culture

3. Drive innovation and flexibility to build the future workforce

4. Increase workforce planning capability

Over the next 4 years, CVC will continue to build capability as a thriving, people-centric organisation as we work to improve service level sustainably within approved budgetary and resource allocations.

Asset Management Strategy

This strategy enables sustainable and cost-effective management of the valley’s infrastructure to deliver on our priorities and objectives.

CVC manages assets valued at over $2.5 billion in a cost-effective manner to deliver services to our communities. Asset management covers roads, footpaths, buildings, drainage, waste management, parks and environment, as well as fleet and plant management.

1. Align service delivery expectations with available funding to achieve sustainable management of all required supporting assets

2. Identify levels of funding required to achieve a sustainable Capital Works Program and assess the implications of different funding levels on levels of service

3. Adjust resources and invest in building capacity to deliver works programs

4. Ensure renewal and maintenance required to minimise life-cycle costs and maintain agreed level of service is fully funded and reportable

5. Use Asset Plans to coordinate decision-making regarding levels of service and implement relevant strategies and plans

6. Only approve new services and/or assets where the full life-cycle cost of doing so has been evaluated and appropriate supporting budget allocations made

7. Capture and improve asset data and service information

8. Ensure accountability, responsibility and reporting requirements for assets are established, relevant, clearly communicated and implemented

Asset planning includes an Asset Management Policy, Asset Management Strategy and Asset Management Plan

Evaluation

The outcomes of the delivery program are reported every six months to the council and community by council report. Once adopted by Council, the report is placed on the website.

Council’s Auditor is the Audit Office of NSW, Council is required to complete its Audit by 30 October each year for submission to the NSW Audit Office. Annual Financial Statements for prior years can be found on Council’s website.

Annual Reports are required to be submitted to the Office of Local Government by 4 November each year. Annual Reports for prior years can be found on Council’s website.

Council’s Independent Audit Risk Improvement Committee provides assurance to Council of efficient and effective service delivery and appropriate fraud and risk management.