Draft Delivery Program 2022-2025

Our

Draft

DELIVERY PROGRAM

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.

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

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

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CONTENTS

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Acknowledgement Of Country Message From The Mayor Introduction Integrated Planning & Reporting Framework

Clarence Valley Council Delivery Program 2022/2025

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Our Delivery Program Our Strategic Direction Evaluation Supporting Our Program

9 14 30 31

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MESSAGE FROM THE MAYOR On behalf of your new Councillor team, recently elected as your representatives on Clarence Valley Council, I am pleased to introduce our first Delivery Program, which outlines the commitment of Council to work towards the aspirational objectives of the community as expressed in the Community Strategic Plan (CSP), which is titled ‘The Clarence 2032’.

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We will be setting strategies to undertake through the course of our elected term. The Delivery Program cannot be expected to deliver all of the aspirational objectives. It is a medium-term plan for the current Council term and will be reviewed, progressed and reported every six months, to ensure that community objectives are being achieved.

This Delivery Program document provides helpful information on who are your Councillors, their role and also the role of the Mayor. Councils guiding principles and corporate values are also provided for your information.

Council is required under legislation to have an annual program of services reviews. The intended Service Review Plan for 2022-2025, including priorities, is included in the Delivery Program.

In the first weeks of our elected term, your Council has considered a broad range of Objectives and Strategies under the draft CSP and under the pillars of Society, Infrastructure, Economy, Environment and Leadership.

Council’s Annual report will report on the implementation of this Delivery Program. Councillors encourage your input to the various objectives and Strategies outlined in this document.

Mayor Ian Tilley Clarence Valley Council Delivery Program 2022/2025

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INTRODUCTION

COMMUNITY STRATEGIC PLAN 10 YEAR

ENVIRONMENT

ECONOMY INFRASTRUCTURE LEADERSHIP

COUNCIL

STRATEGIES

STAFF

The Delivery Program doesn’t seek to deliver all of the aspirational objectives identified in the Community Strategic Plan, that is the role of subsequent elected bodies over the life of the plan. But it does seek to ensure that the activities of the organisation are delivered in a way that meets the aspirational objectives of community.

COMMUNITY ENGAGEMENT

This document is the Delivery Program. It outlines the commitment of the newly elected council to deliver strategies that meet the community’s aspirational objectives and links these strategies to a responsible section of the organisation.

SOCIETY

PROGRAM

4 YEAR

PLAN 1 YEAR

REPORTING AND ACCOUNTABILITY

Clarence Valley Council Delivery Program 2022/2025

COMMUNITY ENGAGEMENT

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IP&R consists of the 10 year Community Strategic Plan, a Delivery Program for the term of the council and annual Operational Plans in the years covered by the Program.

RESOURCING STRATEGY

We have been successfully meeting our IP&R obligations since introduction in 2009. IP&R is also informed by other State legislated and Regional plans for example, the Disability Inclusion Action Plan, Local Strategic Planning Statement, and the North Coast Regional Plan 2036.

COMMUNITY

Councils in New South Wales are supported by the Integrated Planning & Reporting (IP&R) framework, which is an integrated approach to all planning as illustrated to the right.

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INTEGRATED PLANNING & REPORTING FRAMEWORK The Community Strategic Plan (CSP) is required to be reviewed in full every four-years in line with the election cycle.

This review process involves extensive community engagement to bring together the community’s long-term vision for the Clarence in the lead up to the election to prepare the CSP for consultation by the new council. Typically, communities expect more and more from their local council and often the aspirations are beyond the responsibility and the resource of council alone.

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The State Government’s Consultation for the current CSP, ‘The Clarence 2032’ commenced in 2021 and is adopted prior to the accompanying IP&R documents so that it guides preparation.

IP&R Guidelines require councils to address the four elements of ‘quadruple bottom line’ theory social, environmental, economic, and civic leadership as a minimum. In addition, “infrastructure” has been added as the community has identified its importance. Together these elements – social, environment.

Guided by community consultation, feedback and sentiment, ’The Clarence 2032’ answers four key questions:

Where are we now?

Where do we want to be in 10 years’ time?

How will we get there?

Clarence Valley Council Community Strategic Plan

How will we know when we have arrived?

View The Clarence 2032 at clarence.nsw.gov.au

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The Clarence 2032 is structured around the five elements of our Sustainability Framework, being the five themes of the 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.

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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 accordance with community aspirations.

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DELIVERY PROGRAM DELIVERY PROGRAM (DP)

OPERATIONAL PLAN (OP)

• Describes elected council’s commitment to deliver against the CSP over the election term.

• Identifies annual projects and activities to deliver against DP outcomes.

• Describes what can be delivered with the available resources as outlined in Resourcing Strategy.

• Aligned with strategic directions and outcomes of the CSP.

• Includes council’s annual budget and Statement of Revenue Policy.

Under the NSW Local Government Act, councils are required to develop a Delivery Program that meets the objectives of the Community Strategic Plan by 30 June following the election. This Delivery Program was developed to meet the objectives of ‘The Clarence 2032’. The postponement of the 2020 election to December 2021 has resulted in the current Delivery Program 2022 – 2025 being for a three year period instead of the usual four.

Draft The Delivery Program is the elected councils commitment to meeting community aspirations identified in ‘The Clarence 2032’ during their term.

Community Strategic Plan

Mayor & Councillors

Staff

PLANS CYCLE

Delivery Program

OPERATIONAL PLAN

Duration: election term

Duration: 12 months

Review: Annual review with 6-monthly reporting.

Review: One plan each year for the 4 years of the council term, in line with DP.

Supporting the Delivery Program is an annual Operational Plan prepared by the General Manager and staff. The Operational Plan defines quite specifically how the commitments of the Delivery Program will be achieved by detailing what the organization will deliver where, how delivery will be resourced, at what cost and who is accountable for action as well as how performance is measured. It is a document of organisational accountability. The Operational Plan is intrinsically linked to staff performance with outcomes reflected in individual workplans.

Manager

Operational Plan Directors

The Clarence Valley Council’s Operational Plan is prepared by the organisation’s leadership team in consultation with coordinators of teams and staff who delivery services and activities. This is an ongoing cycle of consulting planning and reporting.

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current council term and outlines the commitment of the council to meeting the aspirations of the community.

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to a section within the organisational structure.

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COUNCIL’S GUIDING PRINCIPLES The Local Government Act 1993 provides the following principles to guide councils to carry out their functions in a way that facilitates local communities that are strong, healthy, and prosperous.

• consider the principles of ecologically sustainable development.

Generally, Council is to:

• be responsible and sustainable, aligning general revenue and expenses.

• provide strong and effective representation, leadership, planning and decision-making.

• invest in responsible and sustainable infrastructure for the benefit of the local community.

• carry out functions in a way that provides the best possible value for residents and ratepayers.

• have effective financial and asset management, including sound policies and processes.

• be transparent and accountable for decisions and omissions.

Financially, Council will:

• plan strategically, using the integrated planning and reporting framework, for the provision of effective and efficient services and regulation to meet the diverse needs of the local community.

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• apply the integrated planning and reporting framework in carrying out their functions so as to achieve desired outcomes and continuous improvements.

• work co-operatively with other councils and the State government to achieve desired outcomes for the local community.

• manage lands and other assets so that current and future local community needs can be met in an affordable way.

• work with others to secure appropriate services for local community needs.

• act fairly, ethically and without bias in the interests of the local community.

OUR ORGANISATIONAL VALUES

SAFE

We work together as one council towards shared goals a We have a safety focused workplace culture to ensure the wellbeing of our staff and the community and for the greater good of the community

TEAMWORK

We work together as one council towards shared goals and for the greater good of the community

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

• be responsible employers and provide a consultative and supportive working environment for staff.

• actively engage with their local communities, through the use of the integrated planning and reporting framework and other measures.

In arriving at decisions, Council will: • recognise diverse local community needs and interests.

• consider social justice principles.

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

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

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

• consider the long term and cumulative effects of actions on future generations.

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COUNCIL’S CORPORATE VALUES

BINDING CAUCUS VOTES

Council’s Corporate Values are derived from its adopted Code of Conduct which sets out the following general conduct obligations for all Councillors, staff, Council Committees and delegates of Council. All individuals must: • not conduct themselves in a manner that is likely to bring the Council or holders of civic office into disrepute,

• not participate in binding caucus votes in relation to matters to be considered at a Council or Committee meeting.

• act lawfully, honestly and exercise a reasonable degree of care and diligence in carrying out your functions, treat others with respect at all times,

• must avoid situations giving rise to the appearance that a person or body, through the provision of gifts, benefits or hospitality of any kind, is attempting to secure favourable treatment from themselves or from the Council,

• play your part in the efficient and effective operation of Council, implement Council decisions without delay.

• Fairness and equity

CONFLICT OF INTEREST • must avoid or appropriately manage any conflict of interests.

GIFTS AND BENEFITS

• must take all reasonable steps to ensure that your immediate family members do not receive gifts or benefits that give rise to the appearance of being an attempt to secure favourable treatment.

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• consider issues consistently, promptly, and fairly,

• deal with matters in accordance with established procedures, in a non- discriminatory manner.

• Harassment and discrimination,

• not harass, discriminate against or support others who harass and discriminate against colleagues or members of the public.

• Development decisions

• ensure that development decisions are properly made,

• ensure parties involved in the development process are dealt with fairly, • avoid any occasion for suspicion of improper conduct in the development assessment process, • ensure that no action, statement or communication between yourself and applicants or objectors conveys any suggestion of willingness to provide improper concessions or preferential treatment.

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ELECTED COUNCILLORS (left to right)

Dr Ian Tiley MAYOR

Cr Karen Toms Cr Ian Tiley Cr Allison Whaites Cr Greg Clancy Cr Debrah Novak

Cr Bill Day Cr Peter Johnstone Cr Steve Pickering Cr Jeff Smith

THE ROLE OF THE MAYOR IS: • to be the leader of the council and a leader in the local community,

• to promote partnerships between the council and key stakeholders,

• to advance community cohesion and promote civic awareness,

• to advise, consult with and provide strategic direction to the general manager in relation to the implementation of the strategic plans and policies of the council

THE ROLE OF THE COUNCILLOR IS:

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• to be the principal member and spokesperson of the governing body, including representing the views of the council as to its local priorities,

• to exercise, in cases of necessity, the policy-making functions of the governing body of the council between meetings of the council, • to preside at meetings of the Council • to ensure that meetings of the council are conducted efficiently, effectively and in accordance with this Act, • to ensure the timely development and adoption of the strategic plans, programs and policies of the council

• to promote the effective and consistent implementation of the strategic plans, programs and policies of the council Clarence Valley Council Delivery Program 2022/2025

• in conjunction with the general manager, to ensure adequate opportunities and mechanisms for engagement between the council and the local community • to carry out the civic and ceremonial functions of the mayoral office

• to be an active and contributing member of the governing body • to make considered and well-informed decisions as a member of the governing body • to participate in the development of the integrated planning and reporting framework • to represent the collective interests of residents, ratepayers, and the local community • to facilitate communication between the local community and the governing body • to uphold and represent accurately the policies and decisions of the governing body

• to represent the council on regional organisations and at intergovernmental forums at regional, State and Commonwealth level

• to make all reasonable efforts to acquire and maintain the skills necessary to perform the role of a Councillor.

• in consultation with the Councillors, to lead performance appraisals of the general manager

THE ROLE OF A COUNCILLOR IS, AS AN ELECTED PERSON:

• to exercise any other functions of the council that the Council determines.

• accountable to the local community for the performance of the Council.

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SERVICES Improving our Services - Service Review Clarence Valley Council makes decisions about the range and level of services it provides by balancing the needs and expectations of the community and the resources available to meet those needs and expectations. Clarence Valley Council is committed to providing services to the community th at are flexible to the communities changing needs and that are efficient and effective in their delivery.

As part of the review of the Integrated Planning & Reporting Framework by the Office of Local Government in 2021, and establishment of new guidelines for all Council’s Audit Risk and Improvement Committee (ARIC), it is a legislated requirement of all Local Government ent ities to have an annual program of services reviews. This Service Review program will become part of Clarence Valley Council’s Integrated Plan ning & Reporting documentation.

Service Reviews assess service delivery against volume, cost and quality and provide recommendations and insights which devel ops an improvement plan for the future.

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The priority service reviews to be undertaken during 2022-2025, have been identified. Each service review will result in an improvement plan where adjustments to services levels are required or ways to maximise efficiencies are identified. The outcomes of the service revi ews will be reported in Delivery Program reports and the Council’s Annual Report.

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Service Review Plan 2022/2026 (to be graphically designed post exhibiton)

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Draft Clarence Valley Council Delivery Program 2022/2025

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OUR STRATEGIC DIRECTION SOCIETY

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

To be part of a proud and inviting community with opportunities to connect and belong

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

Culture, Community and Industry & Open Spaces and Facilities

Strengthen the Clarence Valley identity

Culture, Community and Industry

STRATEGY

PRIMARY RESPONSIBILITY

Implement Signage Strategy including recognition of language

Culture, Community and Industry

Develop and endorse a Reconciliation Action Plan (RAP)

Culture, Community and Industry

Re-establish the Clarence Valley Aboriginal Advisory Committee

Culture, Community and Industry

Investigate options for developing a Cultural Capability Framework

Culture, Community and Industry

Engage with the Aboriginal Traditional Owners to grow an understanding of culture

Culture, Community and Industry

OBJECTIVE:

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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

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OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

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

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

Culture, Community and Industry

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

Culture, Community and Industry

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

Strategic Infrastructure

Establish Advisory Committees to provide input to the planning of community assets

Open Spaces and Facilities & Organisational Development

Promote use of council sporting, cultural and community facilities

Open Spaces and Cultural, Community and Industry

STRATEGY

PRIMARY RESPONSIBILITY

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

Culture, Community and Industry

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

Culture, Community and Industry

Create opportunities for local artists to develop their talent

Culture, Community and Industry

OBJECTIVE:

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

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OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

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

Review of accessible parking in towns

Strategic Infrastructure & Development and Land Use Planning

Consult with representative groups on major infrastructure proposals

Strategic Infrastructure & Civil Services

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

Cultural, Community and Industry

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

Open Spaces and Cultural, Community and Industry

STRATEGY

PRIMARY RESPONSIBILITY

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

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

Culture, Community and Industry

Improve youth engagement and involvement

Culture, Community and Industry

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Pursue affordable/accessible housing through policy and planning

Development and Land Use Planning

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

Development and Land Use Planning

Advocate for a range of health and education services

Culture, Community and Industry

Partner with education providers through a supported traineeship program

Organisational Development

OBJECTIVE:

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Affordable housing and living standards with health, education and employment opportunities that support a resilient community

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OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

An appropriate mix of housing that meets the various stages of life

Prepare a Housing Strategy to inform Local Growth Management

Development and Land Use Planning

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

Development and Land Use Planning

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

Development and Land Use Planning

STRATEGY

PRIMARY RESPONSIBILITY

Document heritage and culturally significant trees, plants and gardens

Development and Land Use Planning & Environment and Regulatory Services

Fomalise commitment to local museums

Culture, Commiunity and Industry

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

Development and Land Use Planning

STRATEGY

PRIMARY RESPONSIBILITY

Support establishment of a unified Emergency Management Co-ordination Centre for first responder agencies

Strategic Infrastructure

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

Strategic Infrastructure

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

Strategic Infrastructure

OBJECTIVE:

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Preservation of the heritage and historic buildings and other significant assets across the area

OBJECTIVE:

A resilient community, prepared for natural disaster

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INFRASTRUCTURE OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

A safely maintained transport (road and bridge) network

Review and establish service levels for road and transport infrastructure maintenance

Civil Services & Strategic Infrastructure

Develop snap send solve integration with Council’s corporate systems

Finance and Systems

STRATEGY

PRIMARY RESPONSIBILITY

Implementation of the Pedestrian Access and Mobility Plan (PAMP)

Strategic Infrastructure

Investigate options for a cycle/pedestrian route from Grafton to Maclean along Big River Way and Maclean to Yamba

Strategic Infrastructure

Plan for walking trails from The Glen to Maclean

Strategic Infrastructure

Create a network of connected cycleways and footpaths for active recreation

Strategic Infrastructure

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Communities that are well serviced with essential infrastructure (including transport services, water and sewage systems and public amenities)

Model and cost town sewerage systems to consider expansion to currently unserviced areas

Water Cycle

Consider and determine options for Yamba Bypass

Development and Land Use Planning

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

Water Cycle

OBJECTIVE:

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Footpaths and cycleways that are interconnected, functional well maintained and reach destinations

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OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

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

Review the suite of floodplain management plans for the local government area

Water Cycle

Advocate for increased government funding to improve floodplain infrastructure

Water Cycle

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Forward planning for modern, accessible infrastructure upgrades and renewals

Adopt a forward capital works program

Works & Civil Directorate

OBJECTIVE:

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

Review and establish service levels for road and transport infrastructure maintenance

Civil Services

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

Strategic Infrastructure

STRATEGY

PRIMARY RESPONSIBILITY

Review and plan for off leash dog friendly areas

Environment and Regulatory Services

Review of amenities and cleaning contracts

Open Spaces and Facilities

Improve usage of Council facilities

Open Spaces and Facilities

Review CBD amenity and establish Service Level Agreements Establish a town entrance beautification program for Grafton and Maclean to improve amenity on entry

Clarence Valley Council Delivery Program 2022/2025

Open Spaces and Facilities

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OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Beautification of towns and villages to improve amenity and pride of place

Develop an annual program for town and village beautification

Open Spaces and Facilities

Develop small village amenity plans

Open Spaces and Facilities

Upgrade Village entry/arrival signage and general look and feel

Open Spaces and Facilities

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Passive and active recreational infrastructure that is well planned and well maintained

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

Open Spaces and Facilities

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

Strategic Infrastructure/Open Spaces and Facilities

STRATEGY

PRIMARY RESPONSIBILITY

Advocate for improved telecommunications

Strategic Infrastructure

Upgrade Council’s mobile and fixed infrastructure to support service access for community

Finance and Systems

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Disaster mitigation planning to reduce the impact of natural disaster on infrastructure

Advocate for funding to deliver the actions of the Disaster Resilience Framework

Strategic Infrastructure

Consider flood immunity in future planning for assets

Strategic Infrastructure

OBJECTIVE:

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Well serviced digital infrastructure

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ECONOMY

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

An affordable and attractive environment for local business to flourish

Establish a Tourism and Economic Advisory Committee

Culture, Community and Industry

Support and coordinate activities for small business and industry engagement

Culture, Community and Industry

Draft Partner with the Chambers of Commerce in the delivery of programs and activities that support economic sustainability

Culture, Community and Industry

STRATEGY

PRIMARY RESPONSIBILITY

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

Culture, Community and Industry

Promote infrastructure and environmental heritage assets

Development and Land Use Planning, Environment and Regulatory Services & Cultural, Community and Industry

Implement Hinterland Cluster Development Tourism program to disperse coastal tourism

Culture, Community and Industry

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

RV friendly towns

Incorporate opportunities for RV access in parking strategies

Development and Land Use Planning & Strategic Infrastructure

OBJECTIVE:

Sustainable tourism that benefits the whole of the local government area, without burdening the coast further

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OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Support for the sustainable growth of local industries that are respectful of the lifestyle that exists

Partner with other levels of government and local industry groups

Culture, Community and Industry

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

Culture, Community and Industry

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Dispersed and sustainable development ensuring connections to services

Review the Local Growth Management strategy

Development and Land Use Planning

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Diversification of employment and education that provides opportunity for young people and families to stay in the area

Attract new investment and employment growth within the Valley

Culture, Community and Industry & Development and Land Use Planning

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Market LGA events beyond the LGA

Culture, Community and Industry

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Major events that drive economic activity in the region and make it a more attractive place for people to live and work and visit

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OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Support for community and business led innovation that creates a diverse and vibrant community

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

Culture, Community and Industry

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Adequate telecommunications to service economic growth

Review and promote telecommunications required for new developments as standard condition

Development and Land Use Planning

OBJECTIVE: Recognition of Grafton as a Regional City for State Planning purposes

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Clarence Valley Council Delivery Program 2022/2025

STRATEGY

PRIMARY RESPONSIBILITY

Advocate the reinstatement of Grafton as a Regional City

Culture, Community and Industry

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ENVIRONMENT OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

To protect and enhance our natural environments, ecosystems and native flora and fauna

Review management of Lake Wooloweyah to prevent further loss of seagrass

Environmental and Regulatory Services & Water Cycle

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

Development and Land Use Planning & Environment and Regulatory Services

Improved ecological management of Council owned and managed reserves and environmental corridors

Environmental and Regulatory Services & Open Spaces & Facilities

STRATEGY

PRIMARY RESPONSIBILITY

Collaborate with government departments to promote sustainable agricultural practice

Environmental and Regulatory Services

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Promotion of sustainable development that integrates with the environment

Increased transparency and improved methodology for development application related ecological assessments

Development and Land Use Planning & Environment and Regulatory Services

OBJECTIVE: Encourage sustainable and innovative agricultural processes that preserve what we have

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OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Action that maintains the health of our coastline and waterways and natural environment

Investigate funding options to undertake riverbank restoration and rejuvenation

Water Cycle

Continue water quality improvements and communications

Water Cycle

Demonstrate leadership on climate change through education and action

Environment and Regulatory Services

STRATEGY

PRIMARY RESPONSIBILITY

OBJECTIVE:

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Promotion of sustainable business practices to reduce our region’s ecological footprint

Investigate options for optical fibre connections to premises for new developments

Development and Land Use Planning

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

A community that follows the three Rs of waste: reuse, recycle and reduce

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

Environment and Regulatory Services

OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Celebration and promotion of the diverse natural beauty of the area

Promote the Clarence Valley as a destination

Culture, Community and Industry

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OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

Enhanced maintenance of green space in a way that encourages responsible use

Review tree varieties and increase tree canopy

Environment and Regulatory Services & Open Spaces and Facilities

Review tree replacement programs and maintenance of existing street trees

Open Spaces and Facilities

STRATEGY

PRIMARY RESPONSIBILITY

Incorporate accessible infrastructure in design of open spaces managed by council

Open Spaces and Facilities

Promote current opportunities available that facilitate equal access

Culture, Community and Industry

STRATEGY

PRIMARY RESPONSIBILITY

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

Environment and Regulatory Services

OBJECTIVE: Opportunities for equal access to enjoy the outdoors

OBJECTIVE:

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A community that doesn’t support detrimental mining activities

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LEADERSHIP OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

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

Deliver a program of water quality education forums

Water Cycle

Develop and deliver a community engagement program

Culture, Community and Industry

OBJECTIVE: Representation and advocacy where it counts

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Clarence Valley Council Delivery Program 2022/2025

Improve communication, engagement and response with, and to the community

Culture, Community and Industry

Develop a councillor youth mentor program

Organisational Development

STRATEGY

PRIMARY RESPONSIBILITY

Gain an understanding of stakeholders position to inform advocacy role

Culture, Community and Industry

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OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

An effective and efficient organisation that operates in a financially responsible and sustainable manner

Report achievement of Delivery Program every six months

Office of the General Manager, Corporate and Governance Directorate, Environment and Planning Directorate, Works, and Civil Directorate

Table the Annual Report within three months of the end of the financial year

Corporate & Governance Directorate

Prepare the Annual Financial Statements within legislated timeframes

Finance and Systems

OBJECTIVE: A high standard of customer service to the community

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Clarence Valley Council Delivery Program 2022/2025

STRATEGY

PRIMARY RESPONSIBILITY

Increased payment options for those doing business with Council

Finance and Systems & Organisational Development

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

Organisational Development

Deliver Corporate systems upgrade

Finance and Systems

Promote Customer Service Charter

Organisational Development

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OBJECTIVE:

STRATEGY

PRIMARY RESPONSIBILITY

An accessible local government with improved responsiveness and transparency in its actions

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

Culture, Community and Industry

Transparent and robust policy framework to ensure current and best practice policies and procedures

Organisational Development

Promote transparency of access to information

Corporate & Governance Directorate

Develop a councillor update to keep councillors informed about successes and ongoing activities

Office of the General Manager & Cultural, Community and Industry

Support and equip Councillors as “brand “ambassadors

Office of the General Manager & Cultural, Community and Industry

STRATEGY

PRIMARY RESPONSIBILITY

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

Corporate and Governance Directorate

STRATEGY

PRIMARY RESPONSIBILITY

Coordinate a schedule of meetings with local State and Federal Members

Office of General Manager

OBJECTIVE: Decision making that is informed by diverse views and broad representation

OBJECTIVE:

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A strong relationship between all levels of government and partnerships with community to deliver outcomes that benefit residents

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EVALUATION The Delivery Program will be reviewed, progressed and reported every 6 months.

The review will occur before the next years operational plan is developed to ensure our community’s objectives are being achieved.

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In this evaluation, highlights for each of the themes, how we are tracking with outcomes, capital works updates and financial updates.

Council’s Annual report will report on the implementation of the Delivery Program and the Operations Plan. We will let you know • Did we do what we said we would do?

• If yes, how well did we do it and how much did we do?

• If not, why not? Will it happen at a later date or not at all?

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SUPPORTING OUR PROGRAM Council’s resourcing strategy outlines how we will implement and resource our vision.

The Resourcing Strategy consists of three components: 1. Long Term Financial Strategy – this is our 10-year rolling plan that informs decision making and demonstrates how the objectives of the Community Strategic Plan and commitments to the Delivery Program and Operational Plan will be resourced and funded. The LTFP is a strategic document that will assist and guide Council with the decisions it needs to make in order to achieve Council’s corporate financial objective of long-term financial sustainability.

2. Workforce Management Strategy- Clarence Valley Council’s Workforce Management Strategy outlines our commitment to ensuring Council has the capacity, capability, skills, and sustainability within its workforce to deliver positive outcomes for the organisation and ultimately the community, by meeting the objectives of the Community Strategic Plan.

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3. Asset Management Strategy- This Asset Management Strategy (AMS) is designed to provide a plan to manage Council’s physical infrastructure assets, including establishment of a framework to guide planning, construction, maintenance, and operation of infrastructure essential for Clarence Valley Council to provide services to the com-munity. Asset Management Planning incorporates an Asset Management Policy, Asset Management Strategy and Asset Management Plans. These documents provide an approach and guidance for improving Council’s asset management systems and practices.

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Draft

Clarence Valley Council

Council@clarence.nsw.gov.au (02) 6643 0200 www.clarence.nsw.gov.au

2 Prince St, Grafton NSW 2460 50 River St, Maclean NSW 2463