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.
Foreward 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
Foreward
To be updated post exhibition
Laura Black General Manager
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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 wellbeing of our staff and the community
Teamwork
We worktogether as one council towards shared goals and for 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, and ensure 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 of theGeneral Manager provides organisational leadershipand support tothe electedmembers to deliver the 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 Manager Finance
Financial Analysis and Business Support
Information Technology and Corporate Systems
Corporate and Customer Experience
Peopleand Culture
Safety and Risk
Community Engagement
Communications
Economic Development and Tourism
Library Services
Cultural Services – Regional Gallery
Works and Civil Directorate
Lead Analyst
Manager Organisational Development
Manager Communications and Engagement
The Director Works and Civil oversees acoordinated approach to Council’s works andcivilservices and strategic 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
Parks and Open Spaces
Buildings and Facilities
Saleyards
Regional Airport
Holiday Parks
Watercycle
Sewer Services
Floodplain and Estuary Management
Environment and Planning Directorate
Strategic Infrastructure
Civil Services
Manager Open Spaces and Facilities
Manager Water/Sewer Operations
The DirectorEnvironment andPlanning oversees acoordinated approach toCouncil’s community, planning, environment, waste and regulatory services
Service
Regulatory Services
Natural Resource Management
Waste Services
Environmental Services Manager Environment and Regulatory Services
Cemeteries
Building and Planning Services
Land Use Planning
Manager 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 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 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 strategic planning and reporting delivers our communities 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 on 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
Social
• 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 Objectives
A proud and inviting community with opportunities to connect, belong and feel safe
The rich cultures of the Gumbaynggirr, Bundjalung and Yaegl people are celebrated
Art and culture are celebrated, and historical assets preserved
Young people are supported in a community that enables growth, development and participation in decision making
A mix of housing options in locations with access to services, health, education and employment
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
Coordinator Communications
Coordinator Communications
Strategy CO1.2 A community with equal access to services, events and opportunities
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
Support the local community sector and stakeholders by participating in external interagencies
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
Regional Gallery Director
Community Projects Officer
Community Projects Officer
Community Projects Officer
Coordinator
Communications
Community Projects Officer
Coordinator Economic Development and Tourism
Event Development Officer
Event Support Officer
Host citizenship ceremonies and Citizen of the Year Awards
Event Support Officer
Strategy CO1 3 Prepare precinct plans or character statements for prioritised towns and villages to increase community connection, enable 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 identify economic opportunities and support future planning.
Coordinator Strategic Planning
Coordinator Economic 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
Deliver recommendations of the Public Library Services Review
Implement the Clarence Regional Library Strategic Action Plan
Implement the operating model for the Yamba Library
Regional Librarian
Regional Librarian
Regional Librarian
Regional Librarian
Strategy CO1.5 Enhance public safety, health and liveability though partnerships and the use of Council’s regulatory controls and services
Action
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
Community Engagement Officer
Community Engagement Officer
Coordinator
Community Engagement
Coordinator Natural Resource Management and Projects
Objective SO2
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 Action
In partnership with local First Nations groups, prepare and implement the First Nation Engagement Framework
Facilitate roundtable meetings between First Nations groups and nominated Councillors to build relationships, trust and collaboration in the things that matter
Engagement Officer – First Nations
Engagement Officer – First Nations
Strategy CO2.2 Develop knowledge and awareness of First Nations Cultural Heritage and protocols, recognising First Nations peoples value and integrity
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
Strategy CO2.3 Celebrate events and significant dates of importance in the First Nations Community
Engagement Officer – First Nations
Build relationships through celebrating National Reconciliation Week (NRW) and recognising significant dates
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
Engagement Officer – First Nations
Engagement Officer – First Nations
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 Community Engagement Officer –First Nations
Deliver a community engagement plan to support the implementation of the First Nation Cultural and Engagement Protocol
Community Engagement Officer –First Nations
Objective SO3
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
Develop a 5-year plan to develop the Plunge Art and Cultural Festival in line with the new Cultural Plan
Deliver the Plunge Art and Culture Festival and support cultural activity across the Clarence Valley
Develop a plan for the Maclean Community Precinct and activation 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
Promote the Clarence Valley heritage trails and historic walks via My Clarence Valley
Jul-Dec Jan-Jun Primary Responsibility
Regional Gallery Director
Community Project Officer
Community Project Officer
Manger
Communications & Engagement
Jul-Dec Jan-Jun Primary Responsibility
Regional Gallery Director
Tourist Officer
Tourist Officer
Strategy CO3.3 Support the Regional Gallery, public art, 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
Jul-Dec Jan-Jun Primary Responsibility
Regional Gallery Director
Regional Gallery Director
Regional Gallery Director
Regional Gallery Director
Strategy CO3 4 Preserve historic buildings to serve current and future needs of the community
Action Jul-Dec Jan-Jun Primary Responsibility
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
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
Coordination of Clarence Valley Council Out of the Box Sessions
Community Development Officer (Youth)
Community Development Officer (Youth)
Community Development Officer (Youth)
Strategy CO4 2 Provide modern library services with spaces, services, collections and activities that meet young peoples needs
Action
Deliver Live ‘n’ Loud at your Library to engage with youth, connect with resources and provide a platform to promote their music
Regional Librarian
Strategy CO4 3 Develop partnerships with educational facilities across all ages of learning
In consultation / collaboration with the Youth Voice Program, partner with internal and external stakeholders to deliver events and programs and build community capacity to respond to issues affecting young people.
Continue education programs in public schools to promote water efficiency and best practice waste and biodiversity
Community Development Officer (Youth)
Coordinator Natural Resource
management
Develop education resources to support arts and cultural engagement with Clarence Valley schools
Management and Projects
Regional Gallery Director
Strategy CO4.4 Support and encourage programs that offer mentoring, leadership and pathways to education and employment
Action
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 SO5
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
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)
Coordinator Strategic Planning
Coordinator Strategic Planning
Update Flood Planning controls for Glenreagh in the Development Control Plans Coordinator
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
Investigate the future use of council owned land, inclusive of feasibility of affordable housing options
Coordinator Strategic Planning
Support the local community sector and stakeholders by participating in external interagencies Community Projects Officer
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
Prepare a Planning Proposal for key changes to the Local Environmental Plan in accordance with the Local Housing Strategy Coordinator Strategic Planning
Create a Voluntary Planning Agreement Policy
Strategy CO5.5 Ensure that the quality and quantity of parks provides equitable access which can be sustainably maintained into the future
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)
Coordinator Strategic Planning
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 Development Services
Strategic Theme 2: Infrastructure
Infrastructure and facilities that are safe, accessible and serve the needs of the Clarence
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 Works Program
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
Strategy IN1.4 Plan network delivery by preparing shovel ready project proposals to secure funding
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 Road
Strategy IN1 5 Support the Safe Work Systems recommendations and outcomes for road safety initiatives
Hold six Safe System Working Group meetings annually and collaborate with TfNSW and local police to identify and develop road safety initiatives Road
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 IN21 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
Primary Responsibility
Director Works and Civil
Strategy IN2.2 Undertake an asset renewal program to ensure the sewer network operates effectively Action
Deliver the Annual Sewer Main relining program
Strategy IN2.3 Deliver effective water quality projects and programs
Responsibility
Manager Water/ Sewer Operations
Undertake water quality sampling in reticulation network to ensure compliance with public health requirements
Implement water catchment programs to improve the water quality in the source water
Undertake the 10 year inspection and certification of the Shannon Creek Dam Tower Crane
Strategy IN2.4 Plan for the delivery of infrastructure to support growth Action
Water & Sewer Operations Coordinator
Manager Water/Sewer Operations
Water and Sewer Operations Coordinator
Responsibility
Update the rolling 4-year long term future Capital Works Program Manager Strategic Infrastructure
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 facilties
Update Integrated Water Cycle Management Plan and Development Servicing Plans
Manager Strategic Infrastructure
Manager Strategic Infrastructure
Manager Strategic Infrastructure
Coordinator Open Spaces Strategy
Manager Water/Sewer Operations
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 consutrustion in three positions with construction to commence in August 2026
Objective IN3
Responsibility
Manager Technical Services
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
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
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, Active Transport)
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
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 Safety Officer
Road Safety Officer
Strategy IN4.2 Integrated planning for positive active transport outcomes in new development
Integrate Active Transport Strategy objectives in new project planning
Manager Strategic Infrastructure
Strategy IN4.3 Increase the active transport network to encourage walking, bike riding and 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
Road Safety Officer
Manager Strategic Infrastructure
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
Senior Capital Works Engineer
Manager Civil Services
Coordinator Strategic Planning
Strategy IN5 2 Seek funding to upgrade floodplain assets
Responsibility
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 on funding for their Disaster Mitigation Plan Action
Responsibility
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
Responsibility
Support the delivery of the Rural Fire Service Emergency Operations Command Centre Manager Open Spaces and Facilities
Strategy IN5 5 Ensure quality of water supply
Responsibility
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
Clarence Valley Council
Economy Objectives
Business led innovation is supported and encouraged
An attractive environment for industry and local businesses to flourish
Dispersed and sustainable tourism
Telecommunications that adequately service the community
Employment and education are diverse and accessible
Economy
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
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)
Investigate the future use of council owned land, inclusive of feasibility of affordable housing options
Jul-Dec Jan-Jun Primary Responsibility
Coordinator Strategic Planning
Coordinator Strategic Planning
Coordinator Strategic 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
Jul-Dec Jan-Jun Primary Responsibility
Coordinator Building Services
Manager Environment and Regulatory Services
Strategy EC1.3 Assess development through a transparent and efficient process
Action Jul-Dec Jan-Jun Primary Responsibility
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 deterioined in accordance with the EP&A Act and Ministerial directions and expectations
Development Planner (Systems)
Manager Land Use Planning
Manager Land Use Planning
Strategy EC1 4 Ensure design and management of the built and landscaped environment limits opportunities for crime to occur
Action
Revise and renew Development Control Plans to implement key actions from current strategies (Local Housing, Green Infrastructure, Employment Land, Rural
Jul-Dec Jan-Jun Primary Responsibility
Coordinator Strategic Planning
Land, and Community and Energy Emissions Reduction, Active Transport)
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
Manager Land Use Planning
Action Jul-Dec Jan-Jun Primary Responsibility
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 andActive Transport)
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 Jul-Dec Jan-Jun Primary Responsibility
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, Active Transport)
Ensure Development Applications assessed and determined in accordance with the EP&A Act and Ministerial directions and expectations
Objective EC2
Coordinator Strategic Planning
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 Primary Responsibility
Deliver a calendar of business roundtable meetings that encourage knowledge sharing and collaboration
Participate in regional economic development and tourism
Coordinator Economic Development and Tourism
Coordinator Economic
forums to advocate for our region Development and Tourism
Commence the Business Development Strategy for Wooli Holiday Park
Commence the Business Development Strategy for Minnie Water Holiday Park
Commence the Business Development Strategy for Iluka Riverside Holiday Park
Strategy EC2.2 Implement Urban Tree Planting Strategy
Coordinator Holiday Parks
Coordinator Holiday Parks
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
Coordinator Open Spaces Operations
Strategy EC2.3 Develop and implement strategies to support sustainable and regenerative agricultural, agri-business and farming practices
Action Jul-Dec Jan-Jun Primary Responsibility
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
Coordinator Facilities
Coordinator Facilities
Coordinator Waste and Sustainability
Strategy EC2.4 Support and coordinate activities for small business and industry
Action Jul-Dec Jan-Jun Primary Responsibility
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
Engage with Clarence Valley chambers of commerce to support local businesses
Coordinator Environmental Services
Coordinator Holiday Parks
Coordinator Economic Development and Tourism
Coordinator Economic Development and Tourism
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 Primary Responsibility
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
Coordinator Economic Development and Tourism
Coordinator Fleet and Procurement
Action Jul-Dec Jan-Jun Primary Responsibility
Complete the Airport Business Feasibility Plan
Objective EC3
Dispersed and sustainable tourism
Manager Open Spaces and Facilities
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 nations great river experiences via My Clarence Valley
Coordinator Economic Development and Tourism
Coordinator Economic Development and Tourism
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
Coordinator Economic Development and Tourism
Strategy EC3 3 Sustainably develop and manage the Clarence Valley Visitor Economy by delivering the Destination Management Plan
Valley Council
Action
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
Jul-Dec Jan-Jun Primary Responsibility
Coordinator Economic Development and Tourism
Coordinator Economic Development and Tourism
Coordinator Economic Development and Tourism
Coordinator Economic Development and Tourism
Coordinator Economic Development and Tourism
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 Jul-Dec Jan-Jun Primary Responsibility
Support Visitor Information Outlets and Information Hubs, ensuring high-quality visitor services and regional promotion
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
Monitor grant opportunities
Jul-Dec Jan-Jun Primary Responsibility
Coordinator Emergency Management & Resilience
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
Objective EC5
Employment and education are diverse and accessible
Coordinator Emergency Management & Resilience
Coordinator Emergency Management & Resilience
Coordinator Emergency Management & Resilience
Strategy EC5.1 Deliver prioritised planning actions from the Rural Lands Strategy, Local Housing Strategy and Employment Lands Strategy
Action Jul-Dec Jan-Jun Primary Responsibility
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)
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, Active Transport)
Coordinator Strategic Planning
Coordinator Development Services
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 Strategic Planning
Coordinator Strategic Planning
Coordinator Strategic Planning
Coordinator Strategic Planning
Strategy EC5.2 Deliver prioritised actions from the Regional Economic Development Plan
Action Jul-Dec Jan-Jun Primary Responsibility
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
Coordinator Economic Development and Tourism
Strategy EC5 3 Advocate for educational facilities within the Valley and Northern NSW
Action
Work with Training NSW, location education providers and industry to understand the gap in education facilities in the Clarence Valley
Strategy
Jul-Dec Jan-Jun Primary Responsibility
Coordinator Economic Development and Tourism
EC5.4 Build partnership with education facilities within the Valley
Action Jul-Dec Jan-Jun Primary Responsibility
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
Strategic Theme 4: Environment
A natural environment that is protected from local and global pressures
Valley Council
Environment Objectives
Natural environments, ecosystems and native Flora and Fauna are enhanced and protected
Coastline, waterways and natural environment are healthy
Green space is maintained and used responsibly
Protection of the environment is encouraged through initiative and education
Reduce, reuse and recycle are priorities in the community
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 reserves and corridors
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
Coordinator Natural Resource Management and Projects
Coordinator Natural Resource Management and Projects
Coordinator Natural Resource Management and Projects
Coordinator Natural Resource Management and Projects
Regulatory Services Supervisor
Strategy EN1.3 Apply best practice pest management on council owned and managed land
Action
Support management actions for pest animal and plant species, including cane toads
Jul-Dec Jan-Jun Primary Responsibility
Coordinator Natural Resource Management and Projects
Strategy EN1 4 Promote sustainable business practices to reduce our region as ecological footprint
Action Jul-Dec Jan-Jun Primary Responsibility
Review the scope of and promote the Living Sustainably Awards to attract increased nominations from business and industry
Objective EN2
Coastline, waterways and natural environment are healthy
Manager Environment and Regulatory Services
Strategy EN2 1 Collaborate with government departments to promote sustainable agricultural practice
Action Jul-Dec Jan-Jun 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 Jan-Jun 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
Manager Environment and Regulatory Services
Strategy EN2.4 Promote sustainable development that integrates with environment
Action
Finalise the On-site Wastewater Management Strategy and implement high priority actions
Finalise review of the biodiversity offset policy and associated planning and administrative procedures to enhance benefits to biodiversity and habitat
Manager Environment and Regulatory Services
Manager Development and Land Use Planning
Strategy EN2.5 Monitor beach water quality
Implement Beachwatch Water Quality Monitoring Program at twelve sites between November and February
Responsibility
Coordinator Environmental Services
Engage with the community-based River Guardians project who undertake monitoring of the Clarence River system and tributaries Coordinator Environmental Services
Objective EN3
Green space is maintained and used responsibly
Strategy EN3.1 Reflect ‘best practice’ in tree management that is appropriate for Clarence Valley Council
Review planning controls and compliance requirements in response to recommendations of the Green Infrastructure Strategy and Urban Tree Management Strategy
Manager Development and Land Use Planning
Strategy EN3.2 Plan for green, liveable and connected reserves, parks and places to ensure balanced outcomes for the community
Prepare Site Management Plans for prioritised Crown land reserves
Prepare the Brooms Head Reserve Plan of Management
Coordinator Strategic Planning
Coordinator Strategic Planning
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
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 EN3.4 Create Tree Master Plans for towns
Action will be updated post exhibition of the operational plan and the adoption of the Urban Tree Strategy
Manager Open Spaces and Facilities
Valley Council
Objective EN4
Protection of the environment is encouraged through initiative and education
Strategy EN4.1 Investigate funding options to undertake riverbank restoration and rejuvenation
Action
Finalise the Climate Adaptation Strategy and implement immediate priority recommendations
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
Jan-Jun Primary Responsibility
Manager Environment and Regulatory Services
Jan-Jun Primary Responsibility
Manager Environment and Regulatory Services
Strategy EN4.3 Continue water quality improvements and communications
Continue to progress solar farm and landfill gas to energy projects at Grafton Regional Landfill
Finalise the Climate Adaptation Strategy and implement immediate priority recommendations
Coordinator Waste and Sustainability
Manager Environment and Regulatory Services
Strategy EN4 4 Coordinate water quality and preservation education and communications
Action
Promote water efficiency during National Water Week
Environmental Officer (Education Water Efficiency)
Coordinate water efficiency education through schools Environmental Officer (Education Water Efficiency)
Strategy EN4.5 Facilitate the sustainable living awards
Action Jul-Dec Jan-Jun Primary Responsibility
Coordinate and promote the Living Sustainably Awards 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
Action Jul-Dec Jan-Jun Primary Responsibility
Continue face to face interaction via Environmental Learning Facility programs and outreach to schools and community group
Strategy EN5.2 Promote Clarence Valley Waste App
Coordinator Waste and Sustainability
Action Jul-Dec Jan-Jun Primary Responsibility
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 increase downloads and active use by residents
Strategy EN5.3 Renewable and sustainable energy
Coordinator Waste and Sustainability
Action Jul-Dec Jan-Jun Primary Responsibility
Continue to progress solar farm and landfill gas to energy projects at Grafton Regional Landfill
Develop a process for capturing scope 3 carbon emissions relevant to Council
Strategy EN5.4 Deliver a waste education program
Coordinator Waste and Sustainability
Climate Change Officer
Action Jul-Dec Jan-Jun Primary Responsibility
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
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
Deliver the annual Councillor Professional Development program
Report development and attendance in the annual report
Responsibility
Coordinator Business and Executive Support
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
Manager Code of Conduct matters as outlined by OLG procedures
Coordinator Governance and Risk
Coordinator People, Culture and Workforce Strategy
Director Corporate and Community
Continue the Councillor Youth Mentoring Program Manager Organisational Development
Strategy LE1.3 Ensure legislative compliance as demonstrated in the Governance Framework
Action
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
Strategy LE1.4 Promote transparency of access to information
Coordinator Governance and Risk
Coordinator Governance and Risk
Coordinator Governance and Risk
Coordinator Governance and Risk
Deliver Council Business Papers and publish meeting minutes
Coordinator Business and Executive Support
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
Coordinator Governance and Risk
Coordinator Business and Executive Support
Coordinator Governance and Risk
Embed Council's Enterprise Risk Management Framework to mitigate and reduce risk Coordinator Governance & 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
Manager Organisational Development
Manager Organisational Development
Monitor and ensure disclosures are made as outlined by legislation and policy of Council Coordinator Governance & Risk
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
Objective LE2
Council is financially responsible and sustainable
and submit the
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
Coordinator People, Culture & Workforce Strategy
Coordinator Governance & Risk
Strategy LE2.2 Ensure revenue raising is equitable, and revenue from grants and other income sources is maximised Action
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 LE2.4 Ensure Council’s sustainable procurement strategy is effective and efficient
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
Coordinator Fleet and Procurement
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
Responsibility
Manager Organisational Development
Director Corporate and Community
Director Corporate and Community Plan and prepare the Operational Plan for 2026/2027 Manager Organisational Development
Implementation of 2025/2026 actions from Workforce Management Strategy and review prior to updated Resourcing Strategy for 2026/2027 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 Action
Quarterly meetings planned with local State and Federal Members
Responsibility
Coordinator Business and Executive Support
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 educaiton opportunities.
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Strategy LE3.3 Support and equip Councillors as ‘brand’ ambassadors
Responsibility
General Manager
Create and regularly update a media library of CVC creative assets for Councillors to use when communicating with the public
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 Communications
Coordinator Business and Executive Support
Coordinator Communications
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 communication
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
Coordinator Communications
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
Facilitate roundtable meetings between First Nations groups and nominated Councillors to build relationships, trust and collaboration in the things that matter
Community Development Officer (Youth)
Community Engagement Officer –First Nations
Community Engagement Officer –First Nations
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
Coordinator 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
Action
Ensure submissions are collated and reported to Council
Ensure public forums are available before each Council Meeting Coordinator
and Executive Support
Objective LE5 Resources and services are managed efficiently and effectively
Strategy LE5.1 Provide a high standard of customer service to the community
Deliver the Customer Service Charter Coordinator Customer Experience
Report on Customer Service data quarterly to the Executive Coordinator Customer Experience
Report on Customer Service data annually in the Annual Report Coordinator Customer Experience
Review complaint management feedback related to customers service and provide feedback to front-line staff Manager Organisational Development
Strategy LE5.2 Deliver the Service Review Program and Internal Audit Plan Action
Deliver Service review program as outlined in the Delivery Program for 2025/2026 Open Spaces and Libraries
Deliver the Internal Audit Program 2025/2026 and Report outcomes to ARIC
Complete the Work Health and Safety (WHS) StateCover actions identified in the Audit
Strategy LE5.3 Deliver corporate system upgrade to support better engagement of our community
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
Coordinator Information Technology
Coordinator Information Technology
Coordinator Information Technology
Coordinator Information Technology
Lead Analyst
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
Monitor and action reports under the Unreasonable Conduct by Complainants Policy
Public Interest Disclosure reporting managed as per policy and legislation
Clarence Valley Council Capital Works Program 2025/2026
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 2025/2026 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
Loan Information included in the
Long Term Financial Plan
2. Rates Income
General Fund
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 Peg
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
2025/2026 Rate Levy
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
2025/2026 Rate Levy
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
Pensioners
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
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 Other Business
3. Water Charges
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 the unconnected charge
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 connection and 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
(for
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:
Table 2: Fixed (Access) Water Charges for 2025/2026
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
Table 1: Charges for 2025/2026
exempt from Rating under Sec 556 Sewerage Generation Charge
exempt from Rating under Sec 556 Sewer Connection Charge (per connection or separate occupation)
Non-residential High Consumption Sewerage Generation Charge (for development 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
Non-residential 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 and Iluka 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
Clarence Valley Council
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 be annually 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
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
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 alargefuture 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
13 Tax equivalent dividends
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
20 Electricity expenditure
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
24 Rural Fire Contribution
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
Business
Treelands Dr, Yamba
Clarence Valley Council
Business E - Grafton and South Grafton (Grafton CBD)
Clarence Valley Council
Business E - Grafton and South Grafton (South Grafton) CBD)
Business
F - Grafton and South Grafton Other (Junction Hill)