Clarence Valley Council Operational Plan and Budget 2025/2026 by Clarence Valley Council

Acknowledgment

We acknowledge the Bundjalung, Gumbaynggirr and Yaegl people as the Traditional Owners of the land on which we live and work. We honour the First Nations peoples culture and connection to land, sea and community. We pay our respects to their Elders past, present and emerging.

Foreword from the General Manager

About the Clarence

About Clarence Valley Council

Integrated Planning and Reporting

How to read this Plan

Our Plan

Strategic Theme 1: Community

Strategic Theme 2: Leadership

Strategic Theme 3: Economy

Strategic Theme 4: Environment

Strategic Theme 5: Leadership

Capital Works Program

Revenue Policy

Budget Summary Income Statement

Foreword

This Operational Plan 2025/2026 (the Plan) is the first in a series of four that aims to meet the strategies developed by the 2024 elected Council, as identified in the 2025 to 2029 Delivery Program.

Each quarter we report our achievements against the Plan in the Clarence Magazine, this is where you can see what we are delivering right across the local government area. You can grab a copy at our Customer Service Centers in July, October, January and April or search for it at www.clarence.nsw.gov.au.

We also report against the Delivery Program to Council as required under the Integrated Planning and Reporting Framework every six months in February and July, respectively. To ensure the Council and community are well informed of our sound financial management, additional monthly financial updates are provided throughout the year, which are not required by legislation.

The Plan, which has been publicly exhibited, details the activities and actions that will be delivered or commenced before 30 June 2026. We have allocated responsibilities and budgets for projects, programs and actions, identified what services will be reviewed and included a Capital Works Program valued at $198.7M and a Statement of Revenue Policy that incorporates the 4.3% Ordinary Rate Peg and a 10% increase in the Water usage charge to ensure our long-term strategies for infrastructure upgrades can be met.

We will be delivering a substantial $198.7M Capital Works Program in 2025/2026. The program includes a $23.8M road and bridge infrastructure program, the highlights of which are the Yamba Road Southbank Road intersection flood resilience project and Bluff Bridge replacement. A further $86M has been allocated for water and sewer projects, including the Rushforth Road Water Reservoir and North Grafton Sewage Treatment Plant. A total of around $51.2M will be spent on furthering public asset disaster recovery, including flood levy restorations.

The new Maclean Cultural and Community Precinct is also under construction in River Street overlooking the Clarence River with $12M invested in the project this financial year, and the Maclean Netball Courts are set to undergo a $1.2M redevelopment. The Youth Voices program will continue this financial year after a highly successful pilot program in 2024/2025, creating engagement between young people and Council.

A total of $1.3M will be spent on waste improvement projects, $1.4M on natural resource management, and $1.5M on environmental monitoring and control. $1M has been allocated towards creation of a solar farm at the Grafton Regional Landfill and Resource Recovery Facility.

Planning controls including Development Control Plans will undergo revision and renewal, to implement key actions from current strategies including Local Housing, Green Infrastructure, Employment Land, Rural Land, Community and Energy Emissions Reduction and Active Transport.

The Plan also details recurrent activities that are undertaken every year, such as managing corporate governance arrangements, compliance activities and maintenance programs. We also aim to engage the community in decision making by facilitating a number of Advisory Committees. We will implement the Housing Strategy and Affordable Housing Policy, which sets the vision or housing supply and increased opportunity for home ownership and continue our award-winning annual trainee and apprenticeship intake program providing secure jobs with opportunities to develop skills for locals. Other activities included in the Plan are the Public Art Program, which provides opportunity and support to local artists to showcase their works, continued implementation of the Clarence Valley Reconciliation Action Plan, which aims to establish a culturally safe and inclusive Valley for First Nations communities and delivery of the Development Contributions Plan to support delivery of essential public assets to meet growing community needs. Actions from the second year of the Destination Management Plan will also be implemented, maximising tourism while preserving the assets we all love.

The celebration of significant dates and achievements is important to us. In 2025/2026, we will celebrate citizenship ceremonies, Youth Week, Seniors Week, NAIDOC and our end-of- year staff achievement and development day, to name a few. We will host and support exhibitions and festivals and implement a community engagement program.

Underpinning all of this, is our continuous improvement program to upgrade our corporate systems to increase our efficiency and make doing business with us easier for customers.

Local government is like no other business; it is complex and diverse, and as you can see, we have another huge year ahead of us. We strive for a community of opportunity, and we value the partnerships that we form as we achieve the goals of the Community Strategic Plan. We aim to make a positive difference to those who choose to live, work or visit Clarence Valley. Have a read of our Plan and see what we have in store to meet the aspirations identified in the Community Strategic Plan for 2025/2026.

Laura Black General Manager

Clarence Valley Council

Clarence Valley Council

Council employs more than 500 staff and is responsible for providing services and facilities to more than 54,600 people

Our Vision

The Clarence Valley is a community full of opportunity

Our communities are connected; service needs are met; local economies are balanced and thriving; we live in harmony with our environment and; we continue to strive collectively for a better future

Our Values

STRIVE

Safety

We have a safety focused workplace culture to ensure the wellbeingof our staff and the community

Teamwork

Weworktogether as one council towards sharedgoals andfor the greater good of the community

Respect

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 deliver services efficiently, effectively, and in an environmentally and financially sustainable manner

Engagement

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

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

Our Organisational Structure

Clarence Valley Council

Our services

Officeof General Manager

The Office oftheGeneral Manager provides organisational leadershipand support tothe electedmembers to deliverthe below services.

Corporate and Community Directorate

The Director Corporate and Community oversees organisational governance andcompliance activities which are delivered to our community through the following services:

Service

Finance Control and Compliance

Financial Analysis and Business Support

Information Technology and Corporate Systems Lead Analyst

Corporate and Customer Experience

People and Culture

Safety and Risk

Community Engagement

Communications

Economic Development and Tourism

Library Services

Cultural Services –Regional Gallery

Works and Civil Directorate

Manager Organisational Development

Manager Communications and Engagement

The DirectorWorks andCivil oversees acoordinated approach to Council’s works andcivilservices andstrategic infrastructure operations which are delivered to our community through the following services:

Strategic Infrastructure and Planning Coordination

Emergency Management & Resilience

Property Services

Roads and Drainage Infrastructure Delivery

Quarries

Buildings and Facilities

Civil Services

Parks and Open Spaces Manager Open Spaces and Facilities

Saleyards

Regional Airport

Holiday Parks

Watercycle

SewerServices

Floodplain and Estuary Management

Environment and Planning Directorate

ManagerWater/Sewer Operations

The DirectorEnvironment andPlanning oversees acoordinated approach toCouncil’s community, planning, environment, waste and regulatory services Service

Environmental Services

Regulatory Services

Natural Resource Management

WasteServices and Sustainability

Cemeteries

Building and Planning Services

Land Use Planning

Development and Land Use Planning

Integrated Planning and Reporting

TheIntegrated 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 begins with the community’s aspirations for a period of at 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. The essential elements of the IP&R Framework are shown in the diagram on the following page. 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. This Operational Plan forms part of the reporting and review phase shown.

The IP&R Framework is a legislative requirement which forms part of the Local Government Act 1993. Clarence Valley Council has utilised this framework in collaboration with our local community to ensure our long term planning and reporting delivers our community’s vision for the future of the Clarence Valley.

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 in investments, government grants, user charges and business activities. The budget can be found in the Operational Plan

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

The Five Strategic Themes

The Operational Plan actions are organised within five Strategic Themes of the Community Strategic Plan (CSP), linked to an objective from the CSP and strategies from the Delivery Program

Community

• Access and equality

• Cultural activities

• Recreation and active living

• Built environment

• Community facilities

• Heritage

• Public health and safety

• Affordable housing

Environment

• 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

Economy

• 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

How to read this Plan

The planning framework is organised under the five Community Strategic Plan (CSP) themes and related Delivery Program Strategies

Objectives

are the community’s long-term priorities and aspirations for the valley

Strategies

are the activities and plans Council has committed to delivering within the 2025 –2029 Council term Each strategy relates to a CSP long-term objective

Actions (along with the Capital Works Program)

are the projects and initiatives Council aims to achieve in 2025/2026

Primary Responsibility

is the Council relevant officers position that will oversee and report on the relevant action

Our Plan

The actions in this Operational Plan are projects and initiatives that Council will undertake in 2025/2026 to achieve our commitments outlined in the Delivery Program 2025/2029 and the Community Strategic Plan, The Clarence 2035

Strategic Theme 1: Community

A community that is safe, connected and inclusive

Clarence Valley Council

Community

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

Objective CO1

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

Strategy CO1.1 Promote access to services, information, employment and the rights of people with disability

Report annually on actions of the Disability Inclusion Action Plan as required by legislation to NSW Government

Partner with the community to celebrate International Day of People with Disability

Partner with community-based organisations to deliver free accessibility workshops for businesses, tourism operators and local Chambers of Commerce

Enhance Council communications with accessible and inclusive content to raise awareness about the valuable contribution people with a disability make to our community

Increase access to information by producing it in a variety of accessible formats for different needs and capabilities

Increase community awareness about Council's services that support access and inclusion

Coordinator

Community Engagement

Community Engagement Officer

Coordinator

Economic Development and Tourism

Coordinator Communications

Strategy CO1.2 A community with equal access to services, events and opportunities Action

Investigate combining community-based plans into a wellbeing framework or strategy in line with the planned reviews in 2026

Investigate options to make exhibitions more accessible and inclusive to a range of disabilities

Administer the Community Initiatives Program under the Donations Policy

Administer the Sports and Cultural Trust Fund

Promotion of events that connect the community

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

Support stakeholders and event organisers to deliver and promote accessible events and programs

Deliver the annual Illuminate Jacaranda project in See Park

Support ANZAC Day commemorative events

Host citizenship ceremonies and Citizen of the Year Awards

Coordinator Community Engagement

Regional Gallery Director

Coordinator Community Engagement

Coordinator

Community Engagement

Coordinator Communications

Coordinator Community Engagement

Coordinator Economic Development and Tourism

Event Development Officer

Event Support Officer

Strategy CO1.3 Prepare precinct plans or character statements for prioritised towns and villages to increase community connection, guide sustainable growth and enhance their identity

Complete character statements to advance Local Housing Strategy actions in Grafton and Yamba

Engage with local towns and villages to understand their community aspirations and ideas to guide economic opportunities and support future planning.

Development and Tourism

Strategy CO1.4 Maintain a library network to support growth, learning and a sense of community

Administration of the Clarence Regional Library Advisory Committee Regional Librarian

Deliver recommendations of the Public Library Services Review Regional Librarian

Implement the Clarence Regional Library Strategic Action Plan Regional Librarian

Implement the operating model for the Yamba Library Regional Librarian

Strategy CO1.5 Enhance public safety, health and liveability through partnerships and the use of Council’s regulatory controls and services.

Deliver community information and education campaigns (Lock it or Lose it and Look, Lock, Leave)

Work in partnership with Clarence Valley Domestic and Family Violence Committee to support events and activities

Investigate funding and resources to develop local partnerships with high schools to deliver a healthy relations program

Implementation of Assets Protection Zone maintenance across 24 sites as per the Clarence Valley Bush Fire Risk Management

Objective CO2

Engagement Officer

Coordinator Community Engagement

Coordinator Natural Resource Management and Projects

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

Strategy CO2.1 Develop strong and productive relationships that empower and engage our First Nations communities

In partnership with local First Nations groups, prepare and implement the First Nation Engagement Framework

Coordinate meetings between First Nations groups and nominated Councillors to build relationships, trust and collaboration

Engagement

Valley Council

Strategy CO2.2 Develop knowledge and awareness of First Nations Cultural Heritage and protocols, recognising First Nations peoples value

Action Jul-Dec Jan-Jun

Acknowledgement of Yaegl Country, Gumbaynggirr

Country and Bundjalung Country in My Clarence Valley promotion

Acknowledgement of Yaegl Country, Gumbaynggirr

Country and Bundjalung Country in communications, meetings and signage

Implement and report on actions of the Reconciliation Action Plan

Coordinator Economic Development and Tourism

Coordinator Communications

Coordinator Community Engagement

Strategy CO2.3 Celebrate events and significant dates of importance in the First Nations community

Build relationships through celebrating National Reconciliation Week (NRW

Celebrate NAIDOC week with a flag raising ceremony in Grafton and Lower River

Recognise significant dates and events via Council's internal and external communications channels

Coordinator Community Engagement

Community Engagement Officer – First Nations

Coordinator Communications

Strategy CO2.4 Provide space for active community participation and strong relationships with local Traditional Owner

Promote reconciliation through visible commitment, embracing stories in corporate documents and attendance at events and activities

Deliver a community engagement plan to support the implementation of the First Nation Cultural and Engagement Protocol

Coordinator Community Engagement

Objective CO3

Art and culture are celebrated, and historical assets preserved

Strategy CO3.1 Support and enable arts & cultural events, projects and activities within the Clarence Valley

Action

Deliver the 2025/2026 Grafton Regional Gallery Artistic Program

Deliver the Plunge Art and Culture Festival and support cultural activity across the Clarence Valley, including development of a 5-year plan in line with the new Cultural Plan.

Develop a plan for the Maclean Community Precinct and activation of precinct and auditorium.

Strategy CO3.2 Support Heritage Story Telling

Action

Support First Nations programs that facilitates cultural awareness and understanding

Partner with First Nations communities to update the Lower Clarence Aboriginal Tourist Site Drive

Regional Gallery Director

Manger Communications & Engagement

Regional Gallery Director

Coordinator Economic Development and Tourism

Promote the Clarence Valley heritage trails and historic walks via My Clarence Valley Coordinator Economic Development and Tourism

Strategy CO3.3 Support the Regional Gallery, public art and events that build our cultural identity and grow our creative industries

Action

Develop the Clarence Artists Program to support professional development opportunities, workshops, and residency programs for local and regional artists

Support community access to CVC collections through collection management, digital engagement, and exhibitions

Implement the Grafton Regional Gallery Retail Plan

Implementation of the Clarence Valley Cultural Plan to promote cultural activity in the Clarence Valley

Regional Gallery Director

Strategy CO3.4 Preserve historic buildings to serve current and future needs of the community

Implement the annual Heritage Assistance Grant Program

Investigate management and funding options for a Nymboida Power House Museum

Coordinator Strategic Planning

Coordinator Economic Development and Tourism

Strategy CO3.5 Cultural assets and public art is valued and plays a role in celebrating local arts as well as bringing innovative opportunities to the Valley

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

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

Objective CO4

Regional Gallery Director

Community Project Officer

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

Strategy CO4.1 Increase engagement and include young people in decisions that impact them and their future

Deliver the Youth Voices program to engage young people in decision making

Deliver Youth Week 2026 and school holiday programs as per funding from NSW Government

Deliver Inclusive Youth Programs

Strategy CO4.2 Provide modern library services with spaces, services, collections and activities that meet their needs

Deliver Live ‘n’ Loud at your Library to engage with youth, connect with resources and provide a platform to promote their music

Librarian

Strategy CO4.3 Develop partnerships with educational facilities across all ages of learning Action

Under the Youth Voice Program, partner with internal and external stakeholders to engage with youth, build community capacity and respond to issues affecting young people.

Continue education programs in public schools to promote water efficiency and best practice waste and biodiversity management

Develop education resources to support arts and cultural engagement with Clarence Valley schools

Coordinator Community Engagement

Coordinator Natural Resource Management and Projects

Regional Gallery Director

Strategy CO4.4 Support and encourage programs that offer mentoring, leadership and pathways to education and employment

Deliver the Youth Councillor Mentor Program Manager Organisational Development

Administer the Sports and Cultural Trust Fund to support youth to participate at national and international level

Objective CO5

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

Community Projects Officer

Strategy CO5.1 Ensure planning for new housing is diverse, affordable and in well-located areas, to meet the diverse needs of a growing community, while protecting our stunning natural environment and local character

Provide assessment services for proponent-led Planning Proposals in accordance with the EP&A Act and NSW Local Environmental Plan Making Guidelines

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

Coordinator Development Services

Coordinator Strategic Planning

Strategy CO5.2 Ensure planning controls for new development reduces the impact of natural disasters

Action

Update the Northern Rivers Development and Design Guidelines in collaboration with Northern Rivers Councils, including implementing key actions from current strategies (Local Housing, Green Infrastructure and Active Transport)

Revise and renew Development Control Plans to implement key actions from current strategies (Local Housing, Green Infrastructure, Employment Land, Rural Land, Community Energy and Emissions Reduction, Active Transport and Climate Adaptation Strategies)

Update Flood Planning controls for Glenreagh in the Development Control Plans

Jul-Dec Jan-Jun

Primary Responsibility

Coordinator Strategic Planning

Strategy CO5.3 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

Action

Investigate the future use of council owned land, inclusive of feasibility of affordable housing options

Support the local community sector and stakeholders by participating in external interagencies

Jul-Dec Jan-Jun

Primary Responsibility

Manager Development and Land Use Planning

Coordinator Community Engagement

Strategy CO5.4 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

Action

Prepare a Planning Proposal for key changes to the Local Environmental Plan in accordance with the Local Housing Strategy

Create a Voluntary Planning Agreement Policy

Coordinator Strategic Planning

Coordinator Development Services

Strategy CO5.5 Ensure that the quality and quantity of parksprovidesequitableaccesswhichcanbe sustainablymaintainedintothefuture

Action

Assess and determine Development Applications in accordance with the EP&A act and Ministerial directions and expectations Coordinator Development Services

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

Update the Northern Rivers Development and Design Guidelines in collaboration with Northern Rivers councils, including implementing key actions from current strategies (Local Housing, Green Infrastructure and Active Transport)

Coordinator Strategic Planning

Coordinator Development Services

Valley Council

Strategic Theme 2: Infrastructure

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

Clarence Valley Council

Infrastructure 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

Objective IN1

A safe, connected and accessible road network

Strategy IN1.1 Update road and bridge network maintenance to meet standards identified in the Asset Management Plan

Implement rolling asset condition rating process across all asset classes Manager Civil Services

Strategy IN1.2 Deliver road and bridge upgrades as per Capital WorksProgram

Deliver on projects outlined in the 2025/2026 Capital Works Program

Manager Civil Services

Strategy IN1.3 Deliver the level of service and response to a range of road related issues as outlined in the Roads Policy

Review defect intervention levels and clearly define response timeframes to a range of road related defects

Senior Maintenance Engineer

Strategy IN1.4 Plan network delivery by preparing shovel ready project proposals to secure funding

Action

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

Responsibility

Road Safety Officer

Strategy IN1.5 Support the Safe Work Systems and outcomes for road safety recommendations initiatives

Hold six Safe System Working Group meetings annually and collaborate with TfNSW and local police to identify and develop road safety initiatives

Develop an annual project under the Local Government Road Safety Program

Road Safety Officer

Objective IN2

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

Strategy IN2.1 Advocate for State government funding for gateway maintenance of State lands

Action

Seek opportunities through discussions with TfNSW to increase maintenance of State roundabouts and other transport infrastructure

Strategy IN2.2 Undertake an asset renewal program to ensure the effectively Action

Deliver the Annual Sewer Main relining program

Strategy IN2.3 Deliver effective water quality projects and programs

Undertake water quality sampling in reticulation network to ensure compliance with public health requirements

Responsibility

Director Works and Civil

Responsibility

Manager Water/ Sewer Operations

Water & Sewer Operations Coordinator

Implement water catchment programs to improve the water quality in the source water Manager Water/Sewer Operations

Undertake the 10-year inspection and certification of the Shannon Creek Dam Tower Crane

Water and Sewer Operations

Strategy IN2.4 Plan for the delivery of infrastructure to support growth

Action

Update the rolling 4-year long term future Capital Works Program

Develop a the Yamba Integrated Transport Strategy and Traffic Network Efficiency review

Apply for funding through state and federal grant programs to develop shovel-ready design for the Grafton CBD Redevelopment

Project manage the construction of the Maclean Community Precinct

Review the Public Amenities Strategy to guide the planning, provision and maintenance of public facilities

Update Integrated Water Cycle Management Plan and Development Servicing Plans

Strategy IN2.5 Investigate water filtration opportunities Action

Post acceptance of a concept design in (2024/2025) prepare and issue a request for tender for design and construction in three positions with construction to commence in August 2026

Manager Strategic Infrastructure

Coordinator Open Spaces Strategy

Manager Water/Sewer Operations

Manager Technical Services

Objective IN3

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

Strategy IN3.1 Work collaboratively with property owners and stakeholders to improve outcomes for floodplain drainage crossing

Action

Deliver a cost efficient infrastructure upgrade program in partnership with stakeholders Manager Water/Sewer Operations

Negotiate asset transfer with relevant stakeholders Manager Water/Sewer Operations

Strategy IN3.2 Plan and deliver an annual urban stormwater management maintenance program

Review overland flood studies and develop a stormwater upgrade program

Coordinator Shared Services

Strategy IN3.3 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

Action

Coordinator Strategic Planning

Objective IN4

Footpaths and cycleways that are interconnected, maintained and reach destinations

Strategy IN4.1 Seek funding and deliver priority outcomes identified in the Active Transport Strategy

Prepare shovel-ready projects and apply for funding through state and federal grant programs to deliver projects aligned with the Active Transport Strategy

Develop detailed design and seek funding for delivery of traffic calming and a pedestrian crossing on Skinner Street, South Grafton Road

Strategy IN4.2 Integrated planning for positive active transport outcomes in new development

Integrate Active Transport Strategy objectives in new project planning

Strategy IN4.3 Increase the active transport network to encourage bike riding and walking, improved mobility and accessibility

Plan and deliver projects in accordance with the Active Transport Strategy

Develop a detailed design for the missing section of the riverside walkway in Maclean between McLachlan Park and the boat ramp, including link from the existing riverside walkway to River Street via Munro Lane

Objective IN5

Impact of natural disasters on infrastructure is minimised

Strategy IN5.1 Consider flood immunity in future planning for assets

Deliver Yamba Road and Southbank intersection resilience project

Seek funding opportunities for Iluka Road flood resilience upgrade

Update Flood Planning controls for Glenreagh in the Development Control Plans

Strategy IN5.2 Seek funding to upgrade floodplain assets

Senior Capital Works Engineer

Manager Civil Services

Coordinator Strategic Planning

Lobby State Government for funding Floodplain Coordinator

Apply for grant applications Floodplain Coordinator

Prepare a consolidated Lower Clarence Floodplain Risk Management Study Floodplain Coordinator

Strategy IN5.3 Work with NSW State Government funding for their Disaster Mitigation Plan

Consolidate & coordinate Council resources & information to inform the development of the first Northern Rivers Disaster Adaptation Plan Coordinator Emergency Management & Resilience

Strategy IN5.4 Emergency management planning centre at Grafton airport

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

Strategy IN5.5 Ensure quality of water supply

Update Integrated Water Cycle Management Plan and update Development Servicing Plans Manager Water/Sewer Operations

Prepare a Drought Management Strategy Manager Water/Sewer Operations

Strategic Theme 3: Economy

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

Economy Objectives

Business led innovation is supported and encouraged

An attractive environment for industry and local businesses to flourish

Dispersed and sustainable tourism

Telecommunicationsthat adequately service the community

Employment and education are diverse and accessible

Clarence Valley Council

Objective EC1

Business led innovation is supported and encouraged

Strategy EC1.1 Strategic planning activities focused on delivery of the Local Growth Management Strategies

Action

Investigate the future use of council owned land, inclusive of feasibility of affordable housing options

Coordinator Strategic Planning

Manager Development and Land Use Planning

Strategy EC1.2 Monitor development to ensure compliance with planning and building regulations and policies

Action

Provide building assessment and certification services in accordance with NSW Fair Trading, National Construction Code and Australian Standard requirements

Provide compliance services and enforcement of legislation and policies in relation to activities on private and public land

Coordinator Building Services

Manager Environment and Regulatory Services

Strategy EC1.3 Assess development through a transparent and efficient process

Action

Continue to improve digital planning service delivery and integration of Planning Portal with Council's systems

Deliver engagement activities with the Development Industry Engagement Group

Ensure Development Applications are assessed and determined in accordance with the EP&A Act and Ministerial directions and expectations

Responsibility

Development Planner (Systems)

Manager Land Use Planning

Valley Council

Strategy EC1.4 Ensure design and management of the built and landscaped environment limits opportunities for crime to occur

Ensure Development Applications assessed and determined in accordance with the EP&A Act and Ministerial directions and expectations

Strategy EC1.5 Ensure development and public spaces meet the Disability Discrimination Act provisions for accessibility

Coordinator Strategic Planning

Manager Land Use Planning

Provide building assessment and certification services in accordance with NSW Fair Trading, National Construction Code and Australian Standard requirements

Coordinator Strategic Planning

Coordinator Building Services

Strategy EC1.6 Ensure our existing urban areas and planning for new development creates healthy street trees which are aligned to achieving great canopy cover for our streets Action

Ensure Development Applications assessed and determined in accordance with the EP&A Act and Ministerial directions and expectations

Coordinator Strategic Planning

Manager Land Use Planning

An attractive environment for industry and local businesses to flourish

Strategy EC2.1 Work with stakeholders to establish roundtable activities that bring representatives of town, village and community progress associations and business chambers together

Action Jul-Dec Jan-Jun

Deliver a calendar of business roundtable meetings that encourage knowledge sharing and collaboration

Participate in regional economic development and tourism forums to advocate for our region

Commence the Business Development Plan for Wooli Holiday Park

Commence the Business Development Plan for Minnie Water Holiday Park

Commence the Business Development Plan for Iluka Riverside Holiday Park

Strategy EC2.2 Implement Urban Tree Planting Strategy

Responsibility

Coordinator Economic Development and Tourism

Coordinator Holiday Parks

Action Jul-Dec Jan-Jun Primary Responsibility

Review planning controls and compliance activities to implement recommendations of Green Infrastructure and Urban Tree Management Strategies

Plan and deliver the urban tree planting program

Coordinator Open Spaces Strategy

Strategy EC2.3 Develop and implement strategies to support sustainable and regenerative agricultural, agri-business and farming practices

Action

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

Prepare an Operational Management Strategy for the Grafton Saleyards to inform future management options

Deliver annual Sustainable Agriculture Grant Program

Responsibility

Coordinator Facilities

Coordinator Waste and Sustainability

Strategy EC2.4 Support and coordinate activities for small business and industry

Action Jul-Dec Jan-Jun

Support the retail food sector by providing education and annual inspections on all medium and high-risk retail food businesses within the LGA

Support contractors in the operations of the Clarence Coast Holiday Parks

Support the delivery of workshops and training programs to support small businesses

Connect business with industry development, grants and funding, business planning, training and other tools

Work with Clarence Valley chambers of commerce to support local businesses outcomes

Responsibility

Coordinator Environmental Services

Coordinator Holiday Parks

Coordinator Economic Development and Tourism

Strategy EC2.5 Implement sustainable procurement practices that promotes positive local, social and economic outcomes

Action Jul-Dec Jan-Jun

Support a film friendly region and administer filming applications and permits

Hold bi-annual local contractor / supplier information sessions

Strategy EC2.6 Plan for the future use of the Grafton Regional Airport

Action Jul-Dec Jan-Jun

Complete the Airport Business Feasibility Plan

Coordinator Economic Development and Tourism

Coordinator Fleet and Procurement

Manager Open Spaces and Facilities

Objective EC3

Dispersed and sustainable tourism

Strategy EC3.1 Create opportunities for outcomes that activate the Clarence River

Action Jul-Dec Jan-Jun Primary Responsibility

Refresh and continue with the Clarence Riverway Interagency

Review the Riverway Masterplan II to enable an activation strategy for water-based adventure and tourism to be developed in 2026/2027

Promote the Clarence as one of the nation’s great river experiences via My Clarence Valley

Coordinator Economic Development and Tourism

Strategy EC3.2 Prioritise the position of Council as an accredited Eco Certified Destination

Action Jul-Dec Jan-Jun Primary Responsibility

Partner with National Parks and Wildlife Services and Crown Land to improve visitor facilities, signage, and access to key sites like the Yuraygir Coastal Walk

Pursue Eco Certified Destination accreditation to position Clarence Valley as a leader in sustainable tourism

Coordinator Economic Development and Tourism

Strategy EC3.3 Sustainably develop and manage the Clarence Valley Visitor Economy by delivering the Destination Management Plan

Action Jul-Dec Jan-Jun Primary Responsibility

Promote accessible tourism

Refresh the My Clarence Valley brand (consumer and business) and increase resources offered to businesses

Attract major events that deliver significant economic outcomes through the Special Event Sponsorship Program and Sport Tourism Program Leverage events to promote the Clarence Valley and increase visitor expenditure

Investigate a signature festival to attract or develop a signature festival that celebrates the Clarence River

Building the My Clarence Valley brand through delivery of annual marketing plan

Encourage visitor economy businesses to increase online presence

Coordinator Economic Development and Tourism

Strategy EC3.4 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

Action

Support Visitor Information Outlets and Information Hubs, ensuring high-quality visitor services and regional promotion

Jul-Dec Jan-Jun Primary Responsibility

Coordinator Economic Development and Tourism

Objective EC4

Telecommunications that adequately services the community

Strategy EC4.1 Advocate for equity for mobile and broadband services in regional, rural and remote communities and on regional and remote roads

Action Jul-Dec Jan-Jun Primary Responsibility

Monitor for opportunities to advocate General Manager

Strategy EC4.2 Seek for funding to deliver the actions of the Disaster Resilience Framework to build resilience of telecommunications infrastructure

Action Jul-Dec Jan-Jun

Responsibility

Monitor grant opportunities

Consolidate & coordinate Council resources & information to inform the development of the first Northern Rivers Disaster Adaptation Plan

Establish & deliver an annual program of emergency management, community planning & preparedness

Maintain & update Local Emergency Management Committee plans in accordance with legislative requirements and lessons learnt during the exercising or activation of those plans to ensure they remain fit for purpose

Coordinator Emergency Management & Resilience

Objective EC5

Employment and education are diverse and accessible

Strategy EC5.1 Deliver prioritised planning actions from the Rural Lands Strategy, Local Housing Strategy and Employment Lands Strategy

Action

Investigate the future use of Council owned land, inclusive of feasibility of affordable housing options

Prepare a Planning Proposal for key changes to the Local Environmental Plan in accordance with the Local Housing Strategy

Complete character statements to advance Local Housing Strategy actions in Grafton and Yamba

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

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

Coordinator Strategic Planning

Coordinator Development Services

Coordinator Strategic Planning

Strategy EC5.2 Deliver prioritised actions from the Regional Economic Development Plan

Facilitate partnerships with local Aboriginal organisations to develop new tourism offerings – working in collaboration with LALCs, TOACs, Destination North Coast and Destination NSW

Work with relevant lead agencies in supporting the achievement of strategies in the REDS

Coordinator Economic Development and Tourism

Strategy EC5.3 Advocate for educational facilities within the Valley and Northern NSW

Meet with Training NSW, location education providers and industry to understand the gap in education facilities in the Clarence Valley

Coordinator Economic Development and Tourism

Strategy

Work closely with local training organisations to support traineeship programs and job opportunities within Council

Investigate opportunities to partner with local education providers and industry to create spaces for learning and innovation

Coordinator People, Culture and Workforce Strategy

Coordinator Economic Development and Tourism

Clarence Valley Council

Strategic Theme 4: Environment

A natural environment that is protected from local and global pressures

Environment Objectives

Natural environments, ecosystems and native flora and fauna are enhanced and protected

Coastline, waterways and natural environments are healthy and contribute to wellbeing

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

Clarence Valley Council

Objective EN1

Natural environments, ecosystems and native flora and fauna are enhanced and protected

Strategy EN1.1 Monitor amendments to the Companion Animals Act aimed at protecting the natural environment and consult the community accordingly

Action

Provide feedback to any NSW Government proposals to amend the Companion Animals Act and related guidelines

Implement actions from the Animal Control and Animal Shelter Strategy

Jul-Dec Jan-Jun Primary Responsibility

Manager Environment and Regulatory Services

Regulatory Services Supervisor

Strategy EN1.2 Improve ecological management of council owned reserve

Action Jul-Dec Jan-Jun Primary Responsibility

Continued implementation of weed action plan 2025/2026 including inspection of high-risk pathways and treatment of high priority species

Progress the LGA wide Flying Fox Plan of Management

Implementation of Assets Protection Zone maintenance across 24 sites as per the Clarence Valley Bush Fire Risk Management

Continue to identify areas where revegetation and/or regeneration is required and practical with a focus on riparian areas across the LGA and seek funding consistent with Biodiversity, Riparian and Bush Regeneration Strategies

Identify and prioritise reserves and update vegetation management plans for council managed lands as required by Bush Regeneration Strategy

Monitor use of Council managed lands to ensure appropriate activity in public places

Coordinator Natural Resource Management and Projects

Regulatory Services Supervisor

Strategy EN1.3 Apply best practice pest management on council owned and managed land

Action Jul-Dec JanJun Primary Responsibility

Support management actions for pest animal and plant species, including cane toads

Coordinator Natural Resource Management and Projects

Strategy EN1.4 Promote sustainable business practices to reduce our regions ecological footprint

Action Jul-Dec JanJun Primary Responsibility

Review the scope of and promote the Living Sustainably Awards to attract increased nominations from business and industry

Objective EN2

Environmental Officer (Education)

Coastline, waterways and natural environments are healthy and contribute to wellbeing

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

Action Jul-Dec JanJun Primary Responsibility

Review and apply for any related grant funding to begin implementation of Stage 5 of the Open Coast Coastal Management Program

Implement Coastal Management Program actions related to updating planning instruments

Floodplain Coordinator

Coordinator Strategic Planning

Strategy EN2.2 Deliver the five-stage process for developing an estuary coastal management program

Action Jul-Dec JanJun Primary Responsibility

Stage 2 projects have been progressed including tidal inundation assessment, review of planning controls, development of database webpage, development of First Nations cultural awareness projects

Coordinator Strategic Planning

Strategy EN2.3 Support and promote Council’s position against mining in the catchment when opportunities arise

Action

Provide input to state and federal agencies to advocate for environmental protection of natural resources throughout the LGA

JanJun Primary Responsibility

Manager Environment and Regulatory Services

Strategy EN2.4 Promote sustainable development that integrates with the environment

Action

Finalise the On-site Wastewater Management Strategy and implement high priority actions

JanJun Primary Responsibility

Manager Environment and Regulatory Services

Finalise review of the biodiversity offset policy and associated planning and administrative procedures to enhance benefits to biodiversity and habitat Manager Development and Land Use Planning

Strategy EN2.5 Monitor beach water quality

Action

Implement Beachwatch Water Quality Monitoring Program at twelve sites between November and February

Engage with the community-based River Guardians project who undertake monitoring of the Clarence River system and tributaries

Responsibility

Coordinator Environmental Services

Coordinator Natural Resource Management and Projects

Objective EN3

Green space is maintained and used responsibly

Strategy EN3.1 Reflect ‘best practice’ in tree management that is appropriate to for Clarence Valley Council Action

Review planning controls and compliance requirements in response to recommendations of the Green Infrastructure Strategy and Urban Tree Management Strategy

Coordinator Strategic Planning

Strategy EN3.2 Plan for green, liveable and connected reserves, parks and places to ensure balanced outcomes for the community

Action

Prepare Site Management Plans for prioritised Crown land reserves

Prepare the Brooms Head Reserve Plan of Management

Progress the Holiday Parks Plan of Management

Coordinator Strategic Planning

Strategy EN3.3 Plan for development that values and respects the high biodiversity of the Clarence Valley’s natural environment for current and future generations

Action

Finalise review of the biodiversity offset policy and associated planning and administrative procedures to enhance benefits to biodiversity and habitat

Strategy EN3.4 Create Tree Master Plans for towns Action

Action will be completed inline with the adoption of the Urban Tree Strategy

Coordinator Strategic Planning

Manager Open Spaces and Facilities

Valley Council

Objective EN4

Protection of the environment is encouraged through initiative and education

Strategy EN4.1 Demonstrate leadership on climate change through education and action

Action Jul-Dec JanJun Primary Responsibility

Finalise the Climate Adaptation Strategy and implement immediate priority recommendations

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

Strategy EN4.2 Conduct Environmental Learning Facility programs

Action

Promote increased use of the Environmental Learning Facility to deliver education on waste management, sustainability, biodiversity, water and energy efficiency, and climate change consistent with Council's Environmental Education and Communication Framework, Biodiversity Strategy, Water Efficiency Implementation Plan and

Community Energy and Emissions Reduction Strategy

Strategy EN4.3 Continue water quality improvements and communications

Manager Environment and Regulatory Services

Coordinator Waste and Sustainability & Sustainability

Manager Environment and Regulatory Services

Action Jul-Dec JanJun Primary Responsibility

Promote water efficiency during National Water Week

Coordinate water efficiency education through schools

Review Regional Water Efficiency Strategic Plan

Strategy EN4.4 Facilitate the sustainable living awards

Action

Review the scope of and promote the Living Sustainably Awards to attract increased nominations from business and industry

Environmental Officer (Education Water Efficiency)

Environmental Officer (Education)

Objective EN5

Reduce, reuse and recycle are priorities in the community

Strategy EN5.1 Increase in community participation in waste recycling through education programs

Continue face to face interaction via Environmental Learning Facility programs and outreach to schools and community group Environmental Officer (Education)

Strategy EN5.2 Promote Clarence Valley Waste App Action

Continue to update with events and news on the CVC Waste App and promote through Council's social media, website and education programs with a view to increasing downloads and active use by residents

Strategy EN5.3 Renewable and sustainable energy

Responsibility

Coordinator Waste and Sustainability

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

Coordinator Waste and Sustainability

Develop a process for capturing scope 3 carbon emissions relevant to Council Environmental Officer (Climate Change)

Strategy EN5.4 Deliver a waste education program Action

Community based and School based education programs will be delivered in line with Council's Environmental Education and Communication Framework

Coordinator Waste and Sustainability

Strategic Theme 5: Leadership

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

Valley Council

Leadership 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

Objective LE1

Council is accountable and representative with open and transparent leadership

Strategy LE1.1 Deliver the Councillor Professional Development Program

Action Jul-Dec JanJun Primary Responsibility

Deliver the annual Councillor Professional Development program

Report development and attendance in the annual report

Coordinator Business and Executive Support

Strategy LE1.2 Enhance Leadership Effectiveness, capability and ethical behaviour through professional development opportunities

Action

Deliver Code of Conduct Training as outlined in the Learning and Development Plan

Ensure all new staff complete Code of Conduct Training online within one month of commencing at Council

Manage Code of Conduct matters as outlined by OLG procedures

Continue the Councillor Youth Mentoring Program

Coordinator Governance and Risk

Coordinator People, Culture and Workforce Strategy

Director Corporate and Community

Manager Organisational Development

Strategy LE1.3 Ensure legislative compliance as demonstrated in the Governance Framework

Action Jul-Dec JanJun Primary Responsibility

Deliver annual policy review program and publish adopted policies on website

Manage the Delegations and Legislative Compliance Register

Comply with the Office of Local Government compliance calendar

Deliver training in governance processes as outlined in the Governance Framework

Governance and Risk

Strategy LE1.4 Promote transparency of access to information

Action

Deliver Council Business Papers and publish meeting minutes

Publish Open Access Information online in accordance with the Government Information (Public Access) Act 2009

Prepare and publish the Annual Report by November 2025

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

Strategy LE1.5 Manage and reduce risk to the organisation

Action

Embed Council's Enterprise Risk Management Framework to mitigate and reduce risk

Report risk status update to the Audit Risk and Improvement Committee (ARIC) every six months

Executive Review of Strategic Risks to be completed quarterly

Monitor and ensure disclosures are made as outlined by legislation and policy of Council

Ensure new staff receive training and disclosure officers understand their role in the process

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

Coordinator Business and Executive Support

Coordinator Governance and Risk

Coordinator Business and Executive Support

Coordinator Governance and Risk

Manager Organisational Development

Coordinator Governance & Risk

Coordinator People, Culture & Workforce Strategy

Coordinator Governance & Risk

Objective LE2

Council is financially responsible and sustainable

Strategy LE2.1 Ensure financial sustainability through effective financial management

Prepare and review budget assumptions

Complete and submit the Annual Financial Statements

Implement the annual Management Letter recommendations

Deliver the Draft Budget for 2026/2027

Provide Quarterly Budget Review Statements (QBRS) to Council

Plan and prepare the Long-Term Financial Plan (LTFP) for 2026/2027

Manage insurance claim portfolio effectively and efficiently, including policy development and annual returns

Accountant

Strategy LE2.2 Ensure revenue raising is equitable, and revenue from grants and other income sources is maximised

Update the Revenue Policy for inclusion in the draft Operational Plan for April exhibition

Conduct a sale of land for unpaid rates review

Manage corporate grants in new corporate system and report quarterly to Council on grant status

Strategy LE2.3 Deliver effective asset management by maximising asset maintenance Action

Deliver the Asset Management Plans

Plan and prepare the Asset Management Strategy 2026/2027

Complete Asset Revaluations according to revaluation model cycle and fair value measurement requirements

Accountant

Strategy LE2.4 Ensure Council’s sustainable procurement strategy is effective and efficient

Action Jul-Dec JanJun Primary Responsibility

Complete actions as outlined in the Procurement Internal Audit

Develop staff awareness, imbed recognition methods into procurement practices and report on the Modern Slavery Regulations

Strategy LE2.5 The organisations workforce meets the Valley of the future

Coordinator Fleet and Procurement

Action Jul-Dec JanJun Primary Responsibility

Deliver the Operational Plan 2025/2026

Report every six months on deliverables in the Delivery Program

Ensure compliance with IP&R Framework 2021 and requirements delivered

Plan and prepare the Operational Plan for 2026/2027

Implementation of 2025/2026 actions from Workforce Management Strategy and review prior to updated Resourcing Strategy for 2026/2027

Manager Organisational Development

Director Corporate and Community

Manager Organisational Development

Deliver CVC Traineeship Annual Program Manager Organisational Development

Objective LE3

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

Strategy LE3.1 Coordinate a schedule of meetings with local State and Federal Members

Quarterly meetings planned with local State and Federal Members

Strategy LE3.2 Engage with relevant stakeholders to gain an understanding to inform advocacy for the Valley

Seek opportunities to advocate on matters raised through the View Id survey outcomes – health services, social services, law enforcement, public housing, economic development services, emergency services and education opportunities.

Strategy LE3.3 Support and equip Councillors as ‘brand’ ambassadors

General Manager

Create and regularly update a media library of CVC creative assets for Councillors to use when communicating with the public Coordinator Communications

Identify regular media opportunities for the Mayor or nominated Councillor to provide regular updates about Council decisions and projects

Invite Councillors to attend and participate in Council events, media opportunities and programs

Provide copies of Clarence Magazine to Councillors to share with their community and highlight Council achievements

Coordinator Communications

Coordinator Business and Executive Support

Coordinator Communications

Valley Council

Objective LE4

Diverse views are considered in decision making

Strategy LE4.1 Engage with the community to inform decision making

Encourage residents to sign up to an engagement panel that regularly provides feedback on projects and strategies

Establish and deliver two Communications and Engagement Forums with key stakeholders to encourage transparency and collaboration across stakeholders

Review online methods of engagement including Council website and online engagement platform

Provide internal training on community engagement strategy, methods and reporting

Publish engagement reports on Council’s website and inform participants of outcomes of engagement to promote transparency and understanding of how feedback has been considered

Community Engagement Officer

Coordinator Communications

Community Engagement Officer

Manager Communications and Engagement

Community Engagement Officer

Strategy LE4.2 Provide reporting to the community, informing of council achievements through effective and best practice communications

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

Deliver timely, informative and value-for-money communications in line with the Communications Plan and internal tools and resources

Ensure Council's website is maintained with accurate, timely and accessible information

Coordinator Communications

Strategy LE4.3 Deliver specialised engagement strategies with our First Nations communities and our young people

Deliver the Youth Voices program, giving young people an opportunity to engage in the decision making that affects them

Continue to prepare a framework for how Council engages with local First Nations groups to ensure effective engagement, communications and participation Coordinator Community Engagement

Facilitate roundtable meetings between First Nations groups and nominated Councillors to build relationships, trust and collaboration in the things that matter

Coordinator Community Engagement

Strategy LE4.4 Coordinator Advisory Committees to information decision making related to Council’s CSP and Delivery Program

Provide minute taking and governance guidance around Advisory Committee Meetings

Business and Executive Support / Coordinator Governance and Risk

Ensure timely reporting of minutes and any recommendations to Council Coordinator Business and Executive Support

Strategy LE4.5 Deliver opportunity for community input into decision making through submissions and public forums

Ensure submissions are collated and reported to Council

Ensure public forums are available before each Council Meeting

and Executive Support

Business and Executive Support

Strategy LE5.1 Provide a high standard of customer service to the community

Deliver the Customer Service Charter

Report on Customer Service data quarterly to the Executive

Report on Customer Service data annually in the Annual Report

Review complaint management feedback related to customers service and provide feedback to front-line staff

Strategy LE5.2 Deliver the Service Review Program and Internal Audit Plan

Deliver Service review program as outlined in the Delivery Program for 2025/2026 Open Spaces and Libraries

Customer Experience

and Risk

Deliver the Internal Audit Program 2025/2026 and Report outcomes to ARIC Internal Audit Officer

Complete the Work Health and Safety (WHS) StateCover actions identified in the Audit Coordinator Safety and Wellbeing

Strategy LE5.3 Deliver corporate system upgrade to support better our community

Action

Complete Property & Rating System Upgrade – Phase 1 lifting the corporate system to latest technology and enhancing customer request and animal management technologies

Scope Property and Rating Software Upgrade – Phase 2 (Identified Modules) for delivery in future years

Complete the next stage of GIS Internal Audit actions to enhance use and currency of mapping data

Strategy LE5.4 Deliver efficiencies as required with emerging technologies

Lead Analyst

GIS Analyst

Implement Microsoft Modern Workplace technology to enhance our digital and remote working environment capabilities

Complete a network security review and implement identified cyber security strengthening actions

Deliver critical server and wifi management upgrades to ensure resilience in adverse operating conditions

Complete CCTV Network Review and implement upgrades and enhancements to improve use, footage and access

Rollout AI enhanced technologies to assist in bulk data capture

Strategy LE5.5 Deliver an effective complaints management system

Report on complaint data and management in quarterly governance report to Council

Ensure compliance with the Complaint Management Policy

Delivery Training to front line staff to manage complaints effectively

Coordinator

Information Technology

Coordinator Information Technology

Lead Analyst

and Risk

Monitor and action reports under the Unreasonable Conduct by Complainants Policy Director Corporate & Community

Public Interest Disclosure reporting managed as per policy and legislation

Director Corporate & Community

Capital Works Program 2025/2026

Clarence Valley Council Clarence Valley Council

YEAR ROLLING CAPITAL WORKS PROGRAM

4 YEAR ROLLING CAPITAL WORKS PROGRAM

YEAR ROLLING CAPITAL WORKS PROGRAM

4 YEAR ROLLING CAPITAL WORKS PROGRAM

YEAR ROLLING CAPITAL WORKS PROGRAM

4 YEAR ROLLING CAPITAL WORKS PROGRAM

SUMMARY

Clarence Valley Council

1. Proposed Borrowings

General Fund

The general fund borrowed $24.72 million during 2023/2024 over a term of 15 years as part of the funding strategy for investing in the upgrade of the Regional Aquatic Centre and the Yamba Community Centre. Works on these projects has commenced with construction finalised in 2025/2026 There are no further proposed loan borrowings between 2025/2026 and 2033/2034. All loans will have been repaid in full by 30 June 2039.

Water Fund

Water fund is proposing to borrow $20 million during 2026/2027 and a further $30 million in 2027/2028, as part of the funding strategy for future water infrastructure network improvements. Current loans will have been repaid in full by 30 June 2033.

Sewer Fund

Sewer fund is proposing to borrow $26 million during 2026/2027 as part of the funding strategy for future sewer infrastructure network improvements. All loans will have been repaid in full by 30 June 2033.

2. Rates Income

General Fund

Loan Information included in the

Council levies property rates in accordance with the provisions of the Local Government Act. Each property that is rateable has a rate levied which is either a minimum rate or a base charge plus ad valorem rate. The Act allows a number of variations on how rates can be levied and to understand the difference it is handy to understand the following terms:

Unimproved Capital Value (UCV)

This is the value of a parcel of land, as determined by the NSW Valuer General, not taking into account any improvements such as houses, landscaping, pools, etc.

Ad Valorem (On the Value) Rate

This is the rate in the dollar based on a property’s UCV. For instance, a dollar rate of 0.5184 means a property is rated 51.84 cents for every $100 UCV.

Minimum Rate

Council can also charge a minimum rate, which means that if the rate applicable under the ad valorem rate is less than the minimum, then the minimum will be charged.

Base Rate

In addition to an ad valorem rate, Council can also charge a base rate which when added to the ad valorem rate gives the applicable rate. The levying of a base rate tends to moderate the effects of wide variations in the movement of the property values. It assumes that all properties benefit equally from the availability of services and facilities provided by the Council.

Categorisation

The Local Government Act requires that all rateable properties be categorised as one of four categories of ordinary rates based on the dominant use of the property.

 Residential

 Business

 Farmland

 Mining

Properties that are subject to a Mixed Development Apportionment Factor (MDAF) as supplied by the Valuer General are rated part Residential and part Business on the percentage basis of that MDAF and are not categorised according to the dominant use of the property.

Valuations

Rates are calculated on the land value of a property, multiplied by a ‘rate in the dollar’. The land value is determined by the NSW Valuer General who issues a Notice of Valuation at least every three years The Valuation of Land Act 1916 requires that Council assess rates using the most recent values provided For the 2025/2026 rating year, the valuation base date will be 1 July 2022.

2025/2026 Rate Levy

The rate peg is the maximum percentage Councils can increase their income from ordinary rates. Revenue from rates represents one of the main sources of income for Councils in NSW. The rate peg protects ratepayers from excessive rate increases, while ensuring Councils receive a fair amount of income from rates which enables them to provide quality services for their communities.

The Independent Pricing and Regulatory Tribunal (IPART) have determined that Council’s general ordinary rate income may be increased by 4.3% in accordance with Section 506 of the Local Government Act 1993 for the rating year commencing 1 July 2025.

Pensioners

Business B – Maclean/Townsend

Maclean CBD has been defined as the business properties located within the following area – from the river up Taloumbi Street to River Street east along River Street to Short Street, down Short Street to Stanley Street, south along Stanley Street to Alexander Street then into McLachlan Street to Howard Street, Howard Street to the river. A map showing this CBD boundary is attached, refer Appendix A.

Business C – Iluka

Iluka industrial area has been defined as all businesses located within the industrial estate off Henry Searle Drive. A map showing this Iluka industrial area boundary is attached, refer Appendix A.

Business D – Yamba

Yamba Town CBD has been defined to include the business properties within the following area – from Ford Park up Claude Street across to the Yamba Golf Club to Queen Street, Queen Street up to Clarence Street, Clarence Street to Ritz Street and then down Ritz Street to the coastline. A map showing this CBD boundary is attached, refer Appendix A.

The Treelands Drive business area has also been identified as a CBD area for Yamba and has been defined as follows. The business properties on the western side of Treelands Drive and the business properties on the eastern side of Treelands Drive between Yamba Road and Roberts Close. A map showing this CBD boundary is attached, refer Appendix A.

Valley Council

2025/2026 Rate Peg

Business E – Grafton and South Grafton CBD

Grafton CBD (north side of the river) defined as business properties within the following area – from the river up Mary Street to Bacon Street, down Bacon Street to Queen Street, Queen Street to Oliver Street, down Oliver Street to Villiers Street, Villiers Street to Clarence Street and then down Clarence Street to the river. A map showing this CBD boundary is attached, refer Appendix A.

South Grafton CBD defined as business properties within the following area – from the river down Cowan Street to Ryan Street, then east along Ryan Street to Bligh Street, along Bligh Street to Vere Street, Vere Street to Kelly Street, Kelly Street to the Pacific Highway, along Schwinghammer Street to Heber Street and then back to the river. A map showing this CBD boundary is attached, refer Appendix A.

Business F – Grafton and South Grafton Other

Business will include all business properties located outside the boundaries of the Grafton and South Grafton CBD areas including the business properties located at Junction Hill and Trenayr. A map showing the Junction Hill and Trenayr business boundaries is attached, refer Appendix A.

2025/2026 Rate Levy

In accordance with Section 575 of the Local Government Act 1993, ratepayers that hold a current Pensioner Concession Card may be eligible to receive a rebate on rates for a property that is their sole or principal place of residence. The rebate varies from one property to another and will be calculated at the time the application is made.

The rebate for a full year from 1 July to 30 June will be based on 50% of the residential rate levy to a maximum of $250, 50% of the water levy to a maximum of $87.50, 50% of the sewerage levy to a maximum of $87.50 Where 50% of the water levy is less than $87.50 in one year, the remaining pension entitlement will be applied to the water consumption account until the maximum of $87.50 has been granted.

Pro rata rebates are available and will be calculated for each full quarter following the quarter in which the pensioner becomes eligible.

Rate Structure

The Rate Levy tabled on the next page is a summary of the recommended Rate Structure for 2025/2026, which includes an increase of 4.3% to the general income as originally suggested by The Independent Pricing and Regulatory Tribunal (IPART) under section 506 of the Local Government Act. The number of properties, total yield and rates in the dollar have been updated to reflect the most recent land valuation/ property adjustments as supplied by the Valuer Generals Department.

The rate structure for 2025/2026 also contains the following:

 Yamba, Maclean and Townsend Residential Categories Base Amount increases from $560 to $568

 All Business Rating Categories Base Amount increases from $560 to $568

 Residential – “Outside Town Areas” and Residential A – “Coastal Villages” Minimum increases from $739 to $760

 Farmland Category as a Base Amount increases from $363 to $370

 Jetties Category will be charged a minimum rate of $70

Clarence Valley Council

Residential – Ashby, Chatsworth, Copmanhurst, Brushgrove, Gulmarrad, Harwood, Ilarwill, Lawrence, Palmers Island, Coutts Crossing, Woombah, Cowper, Glenreagh, Swan Creek, Tucabia, Ulmarra, Waterview, Seelands, Eatonsville, Illarwill, Tyndale plus rural residential areas This includes residential flood prone land (9 properties)

Residential A – Angourie, Brooms Head, Diggers Camp, Iluka, Sandon River, Minnie Water, Wooloweyah, Wooli

B – Maclean, Townsend

3. Water Charges

Rate Structure

Council’s water charging structure is made up of two components, a fixed annual access charge levied on properties with access to the water supply and a usage charge based on the volume of water consumed.

Water Access Charge – Annual Charges (Section 501 LGA)

Fixed water access charges for both Residential and Non-Residential properties are charged depending on water meter connection size and the number of services connected to the property.

To properly reflect the load a water connection can place on the system, annual access charges are proportional to the square of the size of the customer’s water supply service.

An annual water access charge will apply to all properties (including strata titled lots and vacant land)that are able to connect and are within 225 metres of Council’s water mains.

Vacant land which does not have a water meter connected will be charged theunconnectedcharge.

Council will not levy a water access charge for standalone fire service water meters unless the .

service is consuming water for anything other than firefighting or testing purposes.

For properties that have a master water meter connectionand councilownedindividual water meters downstream of the master meter, access charges will be levied based on the sizes of the connected downstream meters The master meter will not attract an access charge.

Council will provide a water allowance for customers requiring home dialysis treatment that may require additional water consumption by the resident and as advised by the Northern New South Wales Local Health District, with the allowance provided on a triannual basis.

Water Usage Charge – Annual Charges (Section 502 LGA)

A volumetric water usage charge will be levied based on the water usage recorded as passing through the water meter/s servicing each property Water meters are read and billed on a tri-annual basis.

The charges for 2025/2026 are shown in Table 1 where an increase of 10% has been applied.

Table 1: 2025/2026 Water Consumption Charges

(Access) Water Charge is charged using each residential and non-residential customer’s actual meter and is known as a “pure meter” based approach

All customers pay based on their meter size Meters greater than 20mm are scaled up using the follow formula: Service availability charge

Table 2: Fixed (Access) Water Charges for 2025/2026

*The access charge for meter sizes greater than 20mm is calculated on the square of the meter size compared with a 20mm meter

Untreated water consumers supplied direct from trunk mains prior to treatment are charged at half of the above access charges Council does not approve any additional untreated water connections

NSW Department of Planning and Environment requires a single charge for both residential and non-residential consumers Charges for 2025/2026 will be in accordance with Table 3

Table 3: Proposed consumption charge for 2025/2026

4. Sewerage Charges

Council’s sewer pricing structure for residential, nonresidential and properties exempt from Ordinary Rates is outlined on the following page.

An annual Sewer Residential Connected Charge applies to all properties (including strata titled lots) that are connected to the Council’s sewer main.

Residential properties are charged the annual Sewer Residential Connected Charge per connection or separate occupation, within the Sewerage Access area and connected to the sewer. In respect of Residential Flat Buildings or properties under separate occupation, the Sewer Residential Connected Charge will be equal to the number of residential flats or separate occupation multiplied by the Sewer Residential Connected Charge for a single connection.

Properties within a pressure sewer zone are charged $25 less than properties in a gravity sewer zone to reflect the average cost of pressure pump electricity consumption which is paid for by the property. This charge is to be known as the Sewer Residential Connected Pressure System charge.

The non-residential sewer charge is the sum of the access charge and the generation charge, with a minimum charge of the residential charge ($1,460 for 2025/2026) As meters are read three times per year, the minimum non-residential charge will be calculated on an equivalent charge of $4.00 per day.

Properties exempt from Ordinary Rates in accordance with the Local Government Act are charged the NonRateable Sewer Connection Charge per connection or separate occupation, within the Sewerage Access area and connected to the sewer In respect of Residential Flat Buildings or properties under separate occupation, the Non-Rateable Sewer Connection Charge will be equal to the number of residential flats or separate occupation multiplied by the Non-Rateable Sewer Connection Charge for a single connection.

Vacant land with no connection to Council’s sewer main but within 75 metres of Council’s sewer main and able to connect in the future, will be charged the Residential Sewer Availability Charge.

There is no fixed sewer access charge on standalone fire services.

Table 1 below shows the sewerage charges for 2025/2026 and Table 2 shows the access charge for non-residential properties wherean increase of 10% has been applied.

Table 1: Charges for 2025/2026

556

Sewerage Generation Charge (for

approved after 1 July 2021) for sewerage generation above 074kL/day per billing period – and connected to Clarenza, North Grafton and Coutts Crossing sewerage treatment plants

High Consumption Sewerage Generation (for development approved after 1 July 2021) for sewerage generation above 074kL/day per billing period – and connected to Woodford Island, Yamba andIluka sewerage treatment plants

1. Properties within a pressure sewer zone are charged $25 less than properties in a gravity sewer zone to reflect the average cost of pressure pump electricity consumption which is paid for by the property.

2. The non-residential sewer charge is the sum of the access charge and the generation charge, with a minimum charge of the residential charge ($1,327 for 2025/2026) As meters are read three times per year, the minimum non-residential charge will be calculated on an equivalent charge of $4.00 per day.

3. Residential properties are charged the Sewer Residential Connected Charge per connection or separate occupation, within the Sewerage Access area and connected to the sewer In respect of Residential Flat Buildings or properties under separate occupation, the sewer residential connected charge will be equal to the number of residential flats or separate occupation multiplied by the Sewer Residential Connected Charge for a single connection.

5. Waste Management Charges

The Domestic Waste Management (DWM) charge must be determined each year pursuant to Section 496 of the Local Government Act, 1993. This charge is audited by Council’s external auditors to ensure that the rate is reasonable and that the cost of collecting and processing domestic waste throughout the Council area is relative to the charge for providing the service.

Council resolved at its meeting held on the 23 August 2022 to accept a tender from JR Richards and Sons to provide domestic waste collection and waste processing services for the next 10 years.

At the Council meeting held on the 28 March 2023, it was resolved to commence a new bulky waste collection model from 1 July 2023 that aligned with the new 10-year Domestic Waste Management Contract.

Council levies a waste management charge pursuant to Section 501 of the Local Government Act 1993 on all rateable properties. The levy contributes to the cost of developing waste management infrastructure such as waste transfer stations, landfills, composting facilities, recycling centres and other services such as litter collection The 2025/2026 levy has increased from $72 to $75.

6. On-Site Effluent Disposal

Systems

Council levies an annual “Residential – Onsite Wastewater Management” charge on Rates and Charges Notices that partly funds a range of services provided by Council in regard to the management of on-site sewage management systems such as impartial advice, inspections, administration and education. The annual charge funds the required level of auditing of the 9,545 on-site sewerage management systems and has been indexed by 4% from $48 (2024/2025) to $50 (2025/2026) The charge is levied on all properties with on-site effluent disposal systems and the charge is known as “Residential – Onsite Wastewater Management” Charge.

7. Backflow Prevention Device

Annual Charge

The annual charge to fund the administration of the backflow prevention device program including the auditing of the backflow devices has been indexed by 10% from $69 (2024/2025) to $76 (2025/2026). The charge is levied on properties that have containment backflow prevention devices that are required to beannually tested and

certified in accordance with Council’s Backflow Prevention and Cross Connection Control Policy. The charge known as “Non-Residential Backflow Prevention Device” Charge, is per annum and per containment device. There are currently 124 Backflow Prevention Devices to administer.

8. Stormwater Annual Charge

In accordance with Section 496A of the Local Government Act 1993 and regulation 125A of the Local Government (General) Regulation 2005 (LGR) Council will levy a Stormwater Management Service Charge against rateable properties for which the service is available. Council has identified the residential and business properties that are within Council’s urban stormwater catchment areas that will be subject to this charge.

The following charging methodology will be used by Council using the guidelines released by the Office of Local Government as well as considering Section 510A of the Local Government Act 1993 and regulation 125AA of the LGR.

The guidelines provide Council with the opportunity to levy charges on a catchment area or global basis, while ensuring that the total income generated does not exceed the level of expenditure for new and additional stormwater management services.

Council has a stormwater capital works program and as a result, a global approach will be used to enable significant works to be funded at a given time using all revenue levied, rather than waiting to collect enough funds in individual catchments. In accordance with these guidelines, Council still needs to ensure equitable distribution of stormwater management services over time.

Eligible Properties categorised as Residential (Not being Strata Titled) – LGR 125AA (1)(a)

A flat charge of $25 for a “Stormwater Management Charge – Residential” is to be charged against each eligible assessment categorised as Residential within the urban stormwater catchment This charge is uniform across all urban catchment areas to minimize administration costs.

Eligible Properties categorised as Residential (Strata Units) – LGR 125AA (1)(c)

The cost of managing stormwater runoff from impervious surfaces is usually substantially less per residential strata lot than per standard residential property It is for this reason that a flat charge of $12.50 for a “Stormwater Management Charge –Strata Unit” is to be levied against each eligible residential strata unit within the urban stormwater catchment. This charge is uniform across all urban catchment areas to minimize administration costs.

Eligible Properties categorised as Business (Not being Strata Titled) – LGR 125AA (1)(c)

A “Stormwater Management Charge – Business” is to be charged against each eligible assessment (not being strata titled) and categorised as business, within the urban stormwater catchment area. This charge is based on the total impervious area of the property. A charge of $25 for each 350 square metres of impervious land or part thereof will be levied up to a maximum of $500. The criteria for charging business properties by using property impervious areas had been recommended using the guidelines provided by the Office of Local Government.

Eligible Properties categorised as Business (Strata Units) – LGR 125AA (1)(d)

A Stormwater Management Service Charge will be levied a $12.50 charge on each eligible business strata unit within the urban stormwater catchment area.

9. National Competition Policy –Business Activities

In accordance with Pricing and Costing for Council Businesses – A Guide to Competitive Neutrality Council has declared the following activities as business activities.

Category 1

(where gross operating turnover is over $2 million)

Clarence Valley Council Water Supply

 Provision of Water Supply Services

Clarence Valley Council Sewerage Services

 Provision of Sewerage Augmentation

 Reticulation and Treatment

Clarence Coast Holiday Parks

 Camping and Holiday Park Accommodation

Category 2

(where gross operating turnover is less than $2 million) Council has no category 2 businesses

10. Fees and Charges for 2025/2026

Clause 201 of the Local Government (General) Regulation 2005 provides that Council’s Revenue Policy must include a statement of the types of fees proposed to be charged by Council, the amount of each fee, estimated yield and the proposed pricing methodology for each fee.

A schedule of Fees and Charges for 2025/2026 has been prepared and is available on Council’s website at www.clarence.nsw.gov.au Council’s schedule of Fees and Charges has 1,578 fees including 129 new fees and 98 discontinued fees.

Each fee or charge has been categorised as follows:

U - User Pays Council pricing reflects the nature of service and costs

R - Regulatory The price is set by Council for a goods/service which Council has a regulatory right or obligation to provide

S - Statutory The price charged for this goods/ service is a statutory charge set by government regulation

Details of those fees and charges subject to GST and exempt from GST are identified in the schedule of Fees and Charges. The GST status of each charge/fee depends on whether there is consideration for a supply Some fees and charges are exempt from GST in accordance with the Federal Treasurer’s Determination under Section 81-5 of the A New Tax System (GST) Act 1999 as amended, and as assessed under the Tax Laws Amendment (2011 Measures 2 No 2) Bill 2011: exempting taxes, fees and charges from the GST.Generally, where permissible, the majority of Council’s fees and charges have been increased by an estimated CPI amount of 4% and rounded Some prices vary outside CPI based on specific issues impacting the operations, costs, or pricing parameters of the particular service Regulatory or statutory fees will increase in line with government pronouncements.

The following pricing categories have been used in determining the fees, which are summarised below:

 Full Cost Pricing - Fees are set to enable the recovery of all direct and indirect costs involved in the provision of a service

 Subsidised Pricing - Fees and charges are set at a level that recovers less than the full cost incurred in service delivery In effect some level of subsidisation is factored into the price

 Market Pricing - Fees and charges are based on current market fee structures The market price is usually determined by examining competitors’ prices and may have little relationship to the cost of providing the service

 Statutory Pricing - Fees and charges are set to comply with statutory legislation

Sewer and Water Connection Fees

Sewer and water connection fees are calculated as outlined in Council’s Policy “Sewer and Water Capital Contribution Credits for Properties not paying availability charges as at 28 June 2005”.

This policy specifies that the connection fee for properties not paying sewer and/or water availability charges as at 28 June 2005 will include a capital component. The capital component for sewer is equivalent to the capital contribution for 1 sewer Equivalent Tenement (ET) and the capital component for a 20mm water meter is equivalent to the capital contribution for 1 water ET. The

capital component for larger size water meters is based on an ET assessment of the meter capacity.

The sewer and water contributions for 1 ET were initially set in the Development Servicing Plans for Sewer and Water adopted by Council on 28 June 2005, with revised Development Servicing Plans adopted by Council in June 2017. Sewer and Water contribution for 1 ET are adjusted annually using the methodology specified in the Department of Primary IndustriesWater Guidelines The sewer and water contributions for 1 ET are listed in the Fees and Charges as “Section 64 contributions”.

11. Hardship Ordinary Rates and Annual Charges Policies

The purpose of these policies is to establish guidelines for the General Manager and staff on providing appropriate assistance to ratepayers suffering financial difficulties with the payment of Ordinary Rates and Annual Charges in both normal times and in times of natural disaster and health pandemics.

The intent of these policies is to ensure that ratepayers facing financial hardship, but with the will to make payments against their Ordinary Rates and Charges, have a clear and simplified

way of doing so. Where there is no willingness to make payments against outstanding Ordinary Rates and Annual Charges, the right of Council to take legal action is well-defined.

These policies recognise that ratepayers may at times encounter difficulty in the payment of rates and charges. The Local Government Act 1993 allows Council to provide assistance to those ratepayers Application for hardship must be made on the appropriate form which is available from Council’s website www.clarence.nsw.gov.au

Financial Summary

1. 2025/2026 Budget and LongTerm Financial Plan

Assumptions and factors affecting the budget result have been incorporated into the 2025/2026 Budget and 2025/2026 to 2034/2035 Long Term Financial Plan (LTFP) are as follows:

1 Rates

The general rate revenue Rate Peg determined for 2025/2026 is 4.3% pa It is then based upon the Reserve Bank Australia CPI forecast to be 2.5% from 2026/2027 onwards.

For the next 5 years (2025/2026 to 2028/2029), the estimated yield from the now built in SRV component of our rate base will be restricted and then subsequently used to improve infrastructure as per the SRV requirements The estimated yield in 2025/2026 is $5.99 mil per the original SRV application This built-in SRV is now referred to as the Infrastructure Renewal Value.

2 Pensioners

The percentage of pensioners claiming a rebate on their rates is increasing each year This is impacted by the current residents reaching the pension age but also by pensioners moving to the Clarence Valley. Based upon current trends it is predicted that the overall number of pensioners will increase 1% pa

requirements

Revenue streams and future service requirements will be adjusted for population growth forecasts where a direct relationship can be determined. Population forecasts will be based upon the Forecast Id consultant’s population projections for the Clarence Valley (currently + 0.785% pa).

4 Operating Expenditure

From 2025/2026 onwards recurrent operating expenditure will need to be indexed at least by 4% pa as inflation is now predicted to remain high until early 2025 before slowly declining in subsequent years. The RBA November Monetary Policy Statement predicts a CPI for 2025/2026 of 4% dropping to 3.2% by June 2026.

5 Operating Revenue

2025/2026 onwards will initially be increased in line with service deliverables and as evidenced through discussion with management. A general indexation rate of 4% pa will be applied on all general revenue streams where no other evidence is available to support a specific revenue increase.

6 Interest and investment income

Interest and investment income is forecast at a conservative average rate of 3.75% per year, based on the running yield of Council's investment portfolio (value average $125 million per month) which takes into account the large Capital Works Program projected from 2025/2026 to 2028/2029.

7 Water Charges

Water Charges will be indexed by 10% p.a. from 2025/2026 to 2028/2029 as impacted by recent changes to EPA requirements and to support large water infrastructure renewal projects in future years Indexation will then return to 3% p.a. which is based on current forecast CPI.

Sewer Charges will be indexed by 10% p.a. from 2025/2026 to 2026/2027 allowing for a large future capital works projects. Indexation will then return to 3% p.a. which is based on current forecast CPI.

9 Domestic Waste Management Charges

Domestic Waste Management Charges will be calculated based upon the reasonable cost requirements. The specific Domestic Waste Charge income funds the operating and maintenance costs associated with providing the service.

10 Operating Grants

Council has assumed it will continue to receive operating grants in relation to ongoing operations (where evidenced by management) and that these will generally increase annually in line with estimated indexation of 4%. Operating grants received for specific project related purposes have been included in the year Council anticipates they will be received.

11 Capital Grants

The capital grants applied in the model will be based on the pre-covid capital grants for 2021/2022 as indicated in the original 2021/2022 capital works program. These assumptions have been carried out into latter years.

12 The Financial Assistance Grant

The Financial Assistance Grant value is estimated at $14,400,000 which is an increase of approximately 5.5% This assumes the current prepayment arrangements will stand however it is noted that the actual value and payment will be determined by the Federal Government in late May/June 2025 Council has assumed over the 10 years of the LTFP that the "in advance" tap has not been turned off, and therefore Council does not have to report a drop in Financial Assistance Grant income.

Tax equivalent dividends will be based upon the maximum allowable rate of $3 per assessment (which equates to approximately $70K from the Water Fund and $80K from the Sewer Fund). These figures will be adjusted by each estimated charge increases, and population increases.

14 Return on Capital

In addition to the tax equivalent dividend, Council can charge a Return on Capital invested from the Water and Sewer Fund if operating surpluses are achieved. Due to recent changes being imposed by the EPA, and the extent of future capital works required, no dividends are proposed for the next five years

15 Organisational Structure

All positions on the adopted organisation structure to be funded unless otherwise indicated.

16 Wage increases

Wage increases are forecast as per the 2023 to 2026 NSW Local Government State Award with a 3% increase for 2025/2026 then forecasted at 2.5% each year from 2026/2027. It is predicted that wages will continue to increase by 2-3% based on the fact that the wage increase is generally less than the actual CPI, which is predicted to be 3%. In addition, in 2025/2026 the award includes a $1,000 additional award payment for each employee. This is estimated to total $450K.

17 Leave Entitlements

Leave Entitlement accruals will be based upon the assumption that all positions in the organisation structure will be filled.

18 Workers Compensation

Workers Compensation premiums will be based upon 3.5% of the estimated wages from 2025/2026 onwards, which allows for the adjustment to the basic tariff for claims history The historical Basic Tariff Premiums as a percent on wages is as follows:

 2022/2023 = 2.37%

 2023/2024 = 2.37%

 2024/2025 = 3.14%

Over the last three years claims performance history percentage continues to significantly increase, (calculated as the Claims Amount divided by the Basic Tariff). This has increased five-fold from a percentage of 2.37% in 2022/2023 to a current YTD 11.90% in 2024/2025. This will have an impact of higher premiums over the next three years, especially if this trend continues and even to a greater extent if the trend worsens.

Council historically receives a Work, Health and Safety rebate, now called the Safety and Wellbeing Incentive. For 2025/2026 the State Government has not confirmed that this will be available, and as such this has not been included in the Budget or LTFP.

19 Superannuation

Employees are generally in one of either two schemes being:

a. The Defined Benefits Scheme, which is calculated per employee elected contribution; or

b. The Super Guarantee Scheme (SG), whereby Council is legislatively required to contribute 12% of the employee's gross wages for 2025/2026. At this stage SG will remain fixed at this rate into the foreseeable future.

Electricity expenditure varies by fund and historically has been up and down from year to year. On that basis, an average amount for 2025/2026 has been determine which will then be indexed 5%.

21 Electricity expenditure

Street lighting charges have historically been up and down. Based on this, the forecast for 2025/2026 will be indexed by CPI.

22 Insurance

Council Insurers are predicting roughly 5% increases across all premiums.

23 State Emergency Levies

State Emergency Levies historically have been up and down from year to year excluding rebates that were provided in 2020/2021 and 2021/2022. On that basis contributions will then be indexed by 3% p.a. for 2025/2026 onwards.

The Rural Fire Contribution historically has been up and down from year to year excluding rebates that were provided in 2020/2021 and 2021/2022. On that basis contributions will be indexed at 3% p.a. from 2025/2026 onwards.

25 Surf Life Saving contributions

Surf Life Saving contributions to Minnie Water and Yamba have increased by 3.2%.

26 Surf Life Saving Contracts

Surf Life Saving Contracts have increased by 3% for 2025/2026 to 2027/2028, and then by 2.5% onwards.

26 Borrowing

No new loans are proposed for 2025/2026. Loan funding will be revised for Water & Sewer Funds in light of planned infrastructure projects from 2026/2027.

*Whilst these assumptions provide a general guideline there are items in the budget that are predetermined, for example services that are subject to tender

2. Best practice dividends from Water and Sewer Funds

Department of Climate Change, Energy, the Environment and Water’s ‘Regulatory and Assurance Framework’ for local water utilities provides that a dividend can be paid from water and sewer surpluses to General Fund provided the utility has in place effective, evidence-based strategic planning in accordance with sections 3 and 4 of the framework.

The criteria that must be satisfied for a dividend to be met are:

1 Calculate any dividend payment in accordance with the methodology in section 42 of the framework

2 Be able to demonstrate there is a surplus

3 Demonstrate full cost-recovery pricing and developer charges

4 Have in place effective, evidence-based strategic planning in accordance with section 3 of the regulatory and assurance framework

5 Demonstrate financial reports are a true and accurate reflection of the business

6 Demonstrate that the overhead reallocation charge is a fair and reasonable cost

To be eligible to make a dividend payment from a surplus, a local water utility must:

 Demonstrate best-practice management compliance through an independent compliance audit report; and

 Obtain an unqualified financial audit report for its water supply and/or sewerage business(es)

 Resolve in a council meeting open to the public that it has achieved “substantial compliance” with each criteria in the guidelines

As per the Water Fund and Sewer Fund 2025/2026 to 2034/2035 Long Term Financial Plans, due to planned capital works programing and updated best practice compliance requirements, neither fund will meet the eligibility criteria in 2025/2026 and as such council is not intending to pay any best practice dividends from Water and Sewer Funds to General Fund

Appendix A Business Boundary Maps

Clarence Valley Council

Treelands Dr,Yamba

Clarence Valley Council

usiness E - Grafton and South Grafton (Grafton CBD)

Business F - Grafton and South Grafton (South Grafton)

Clarence Valley Council

Business F - Grafton and South Grafton Other (Junction Hill and Ternayr)

Clarence Valley Council

Income Statement 2025/2026

wwwclarencenswgovau