July-December 2025 Delivery Program update by Clarence Valley Council

July–December2025

2 Prince Street Grafton

Phone 02 6643 0200

council@clarence.nsw.gov.au www.clarence.nsw.gov.au

Acknowledgment

WeacknowledgetheBundjalung,GumbaynggirrandYaegl people as the TraditionalOwners of the land on whichweliveandwork.WehonourtheFirst Nationspeoplesculture and connection to land, sea and community. We pay our respects to their Elders past, present and emerging.

Purpose of the Delivery Program Progress Report

This report presentsthe progress on Councils performance against the Delivery Program (4-year). It enables councillors and the community to understand how we are tracking in relation to specific actions outlined in the Operational Plan (1year).

The Delivery Program is part of the Integrated Planning and Reporting Framework (IP&R) which guides the way councils in NSW develop, document, report and delivery long term plans for their community. For more information on the IP&R Framework, visit clarence.nsw.gov.au/IPR

Get involved in Council business

Council is focused on providing timely and transparent communications with the community in relation to Council business. Here are a few ways that you can learn more, stay up to date and participate in informing decisions that impact you. Sign-up to our weekly Noticeboard ENewsletter

Receive an email directto your inbox with the latest news, project updates, employment opportunities and events. Clarence.nsw.gov.au/noticeboard Join the engagement panel on Clarence Conversations

Receive an email directto your inbox with open engagement opportunities to share your ideas about Council business.

Clarenceconversations.com.au Read the quarterly Clarence Magazine Stay up to date on projects and services that are shaping our community as outlined in the Community Strategic Plan.

Clarence.nsw.gov.au/clarencemag

Strategic Themes

The Delivery Program is aligned to five strategic themes as set out intheCommunity Strategic Plan.

Community acommunitythatissafe,connectedand inclusive.

Infrastructure infrastructureandfacilitiesthataresafe, accessibleandservetheneedsoftheClarence.

Economy adiverseeconomythatcomplementsthe environmentalandsocialvaluesoftheClarence.

Environment anaturalenvironmentthatisprotected fromlocalandglobalpressures.

Leadership openandtransparentleadershipthateffectively setsanddeliversthelong-termgoalsofthe Clarence.

COMMUNITY

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STRATEGY ACTION

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

STATUSUPDATE

Annualreporting completed and submitted to Department of Communities and Justice on 5 December 2025 for the 2024-2025 reporting period. 19 projects were completed and 70 projects are in progress.

Supported Social Futures in the delivery and participation of a wheelchair basketball event to celebrate International Day of People with Disability.

55 students from 7 high schools participated as well as elected members.

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

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

Planning completed for delivery of projects in March 2026.

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

Councilpromoted an Inclusive Communities Campaign which highlighted local people and programs that show both the challenges and opportunities in building a more inclusive Clarence Valley, featuring three videos:

- In collaboration with Pacific Valley Christian Schoolpromoting inclusion and recognising the achievements of people with disability (1,606 views).

- Yamba locals living with disability Bailey and Lili talk about what they love most living in our community (8,318 views).

- Annual Interschools Wheelchair Basketball and Goalball Tournament (3,201 views).

Communications produced in a variety of accessible formats including digitaland hard copy.

Website applies the principles of Website Content Accessibility Guidelines WACG) for local government.

Website testing for accessibility completed on corporate, gallery and new library website with recommendations implemented.

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

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

Councilproduced and shared a video with Yamba local Bailey Jenson, sharing his experience using Council’s beach wheelchair to help get him into the water (51,032 views).

Clarence Magazine also featured stories on accessibility at Clarence Regional Aquatic Centre, Yamba Library and Community Centre, Ilarwill Hall improvements and Bailey Park at Ulmarra.

These were shared on Council's social media pages (17,582 followers), website (average of 37,436 website visits) and weekly newsletter “Noticeboard” (2,574 subscribers).

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

Grafton Regional Gallery has: held on-site meetings to assess gallery and exhibition accessibility with Guide Dogs Australia and Accessible Arts NSW;researched training costs for Gallery and Exhibition Accessibility Training with Accessible Arts NSW and included in forward training program.

Contracted Studio A (Supported Artists Studio) Exhibition 'Night Blossoms' for 2026 Exhibition with at least 1 public program.

Commissioned the GRG Art Cart artworks (Art Cart launch April 2026) for public loan of artworks to community groups, schools, and aged care facilities.

43 applications totaling $68,811.45 were funded in round 1. 18 applications totaling $27,794.04 were approved for funding inround 2.

Ten young people were supported under the Sports and Cultural Trust Fund totaling $3250.

The following external interagencies have been attended and supported to implement a range of community events and activities to date; Mental Health Month Planning committee, Northern Rivers Zero, Domestic & Family Violence Committee, Child and Family Network, Grafton Liquor Accord, Lower Clarence Liquor Accord, Lower Clarence Welfare Interagency and the Grafton Services Interagency.

Promotion of events that connect the community

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

16 events were supported and promoted since July 2025 including Jacaranda Festival, Clarence Harvest Festival, Highland Gathering and Yamba Rodrun. Events were promoted through My Clarence Valley website and social media.

25 organisations were provided with support / advice on external funding opportunities.

13 organisations shared almost $200k in Community Building Partnership funding this year.

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

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

Deliver the annualIlluminate Jacaranda project in See Park

3 organisations were among the 13 successful applicants for the Norther Rivers Community Foundation grant.

4 organisations shared almost $50k in FRRR Small and Vitalfunding this year.

Planning commenced for a workshop for event organisers to run in March 2026.

The Illuminate Jacaranda project was successfully delivered as part of the Jacaranda Festival in November 2025. The installation operated smoothly throughout the event, enhancing the festival experience with a vibrant, well-executed light display.

Host citizenship ceremonies and Citizen of the Year Awards

Citizenship Ceremonies were held in September (18 attended) and December (18 attended).

Mayor Ray Smith attended each ceremony, welcoming the citizens to their new country and guiding them through their pledges. MP Richie Williamson was able to attend the December ceremony, as well as Councillor Greg Clancy.

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

Project was on hold for 2025 due to prioritisation of other key Operational Plan projects. Project willcommence inJanuary 2026 and is expected to be complete by 30 June 2026.

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

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

Administration of the Clarence Regional Library Advisory Committee

Resulting projects include Iluka entry maps, successful delivery of Yamba Community Improvement District project, and engagement with the Glenreagh community on the Main Street precinct upgrade, including feedback on tourism signage and local opportunities.

CRL Committee Agendas, reports and minutes completed on time and onboarding of New Council Delegates undertaken. News from NSWPLA and North East Zone meetings forwarded.

Deliver recommendations of the Public Library Services Review Planning completed in December 2025 including service statement, project plan, stakeholder map and engagement plan.

Review has not yet commenced.

Implement the Clarence Regional Library Strategic Action Plan

Implementation is in progress and highlights include development of the new library website, more than 120 new First Nations books including local First Nations authors purchased, fibre installation at Yamba and Dorrigo Libraries, Wi-Fi upgrades for other libraries, growth in Anime/Manga and Wonderbooks collections.

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

Implement the operating modelfor the Yamba Library The Yamba Library opened on Friday 18 July with 1626 people in attendance.

Growth in use of the Yamba Library includes:

• memberships increased by 17.1% (3,688 to 4,320)

• loans increased by 47.8% (13,458 to 19,896)

• reservations increased by 57.8% (1,369 to 2,159)

• items added to the collection increased by 84.5% (556 to 1,026)

• programs increased by 69.6%

• program attendance increased by 91.1%

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

A communications schedule for promotion of Look Lock Leave is being implemented by the communications team and collateral has been provided to Holiday Parks for further promotion.

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

Collaborated to host the 16 Days of Activism Community BBQ on the 4 December. Close to 100 people attended, with representation from more than 10 community organisations, local police, media, and so many committed community members. The presence, connection, and collaboration felt throughout the event truly reflected what this campaign stands for. In addition, the lights on the Clocktower were changed to orange throughout the duration of the campaign this year.

No new funding programs have been identified for new projects, however 5 One Stop Shops to 377 year 9 students in collaboration with stakeholders involved in the Clarence Youth Network were delivered. Partners include but not limited to Bulgarr Ngaru Aboriginal Service, New School of Arts, Serco, Clear Minds, Headspace Grafton and the Buttery.

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

Funding for 2025/26 reduced from $51,000 to $27,280, covering 13 sites instead of 24. Feedback received from NSW RFSsuggested total cost for program delivery across the state is higher than anticipated. Works underway on the 13 funded sites, with the Open Spaces team to take on the remainder of APZ under existing mowing program.

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STRATEGY ACTION

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

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

STATUSUPDATE

Implementation of the First Nation Engagement Schedule is on hold to enable community consultation for the development of the Cultural & Engagement Protocol.

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

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

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

Development of a First Nations Cultural and Engagement Protocolis being developed in conjunction with representatives from the three First Nations groups to guide Council's engagement.

Councilhas acknowledged Yaegl Country, Gumbaynggirr Country and Bundjalung Country across all My Clarence Valley promotions by including traditional custodial acknowledgements in our publications, digitalcontent, presentations and visitor communications.

Acknowledgement of Yaegl Country, Gumbaynggirr Country and Bundjalung Country has been incorporated across Council communications, meetings and signage. Acknowledgement will always be given when communications are location or culturally significant, ensuring respect for Traditional Owners is consistently maintained.

The annual Reconciliation Action Plan report was presented to Council and published on the Clarence Valley Councilwebsite in July 2025.

The annual Reconciliation Action Plan survey was completed and submitted in August 2025.

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

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

Fifty-two people including Elders, councillors and senior council staff attended the Elders Reconciliation Week lunch held on Tuesday 5 August 2025 at the Grafton Regional Gallery. The event included lunch and a tour of the Clarence Valley Indigenous Art Awards (CVIAA). Positive feedback was received from many of those in attendance.

Two flag raising ceremonies were held in July: one at each council office. Yaegl Elders supported the Maclean event giving a welcome to country and conducting a smoking ceremony on the site of the Maclean Civic Hall prior to any ground works being conducted. Elected members and council staff supported each event. A morning tea was held at the Rushforth Road Works Depot and a BBQ at the Townsend Depot to celebrate NAIDOC.

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

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

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

Promotion of NAIDOC Week activities included: Lower Clarence NAIDOC Community Fun Day, Grafton NAIDOC Community Fun Day and flag raising ceremonies at the Maclean and Grafton Councilbuildings. Council also acknowledged National Aboriginal and Torres Strait Islander Children’s Day on 4 August and Indigenous Literacy Day on 3 September across Councilcommunications channels.

Clarence Magazine had a total of 11 articles in Q1-Q2 (Vol 12-13) containing information relating to First Nations people.

There were a total of 26 posts related to First Nations community during Q1 and Q2 including posts about dates of significance, workshops, Grafton Regional Gallery opening exhibitions and events.

Staff supported and participated in a range of events and activities including Close the Gap, NAIDOC, Reconciliation Week and cultural workshops.

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

A formal Cultural Engagement Protocol Workshop Engagement Plan was prepared prior to the implementation of community consultation sessions for the development of the Cultural & Engagement Protocol. A total of 8 sessions have been held with further sessions planned for Q3.

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

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 Festivaland support cultural activity across the Clarence Valley

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

20 exhibitions and associated public programs were delivered. Gallery services and projects delivered include Museums Program, Plunge, Educational Program, Gallery Store, Community workshops and spaces.

5-year plan template developed and will be finalised once the Cultural Strategy 2036 is completed and feedback gathered from Plunge 2026 (April).

Event planning and engagement with arts and cultural industry completed ahead of event in April 2026.

Research has been undertaken in relation to competitors, operating models, programming and potential resourcing, including meetings with industry bodies and other councils who operate similar venues.

CO3.2 Support Heritage Story Telling Support First Nations programs that facilitates cultural awareness and understanding

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

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

Six engagement sessions have been conducted to consult Yaegl, Bundjalung and Gumbaynggirr communities in relation to the development of the Three Nations, One River - Cultural Insights & Engagement Guide. Sessions have focused on what culturalprotocols are important to community and who to contact for what. A consistent theme across all sessions has been the acknowledgment of Council's intention and willingness to improve the way they work with Aboriginal people and community.

Meetings with representatives of the Yaegl Traditional Owners Aboriginal Corporation (TOAC) in July and in September to explore future tourism opportunities and cultural storytelling. Support provided to Yaegl TOAC for a digitalapp initiative grant application.

Meetings heldwith operators—including Tallowood Ventures—to guide product development for their rail trail and steam train experiences.

Produced a dedicated Trails and Heritage brochure and amplified these stories through My Clarence Valley’s visitor guide, advertising, website and social media channels to increase visibility and visitor engagement.

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

Now called Creative Clarence Program.

Six local artists programmed to exhibit, 5 artists contracted to provide creative programs in the studio, and 2 travelling fellowships awarded.

Two-day visit by Live Music Office RegionalCoordinator, plus fifteen oneon-one meetings plus a networking event in Grafton.

Secured copyright compliance for online collection: 100 JADA collection, 80 recent acquisitions, and 540 other collection artworks.

Established Vernon online system for future online collection (including website and support).

Two GRG Collection Exhibitions.

Three Artists Residencies with access to study the collection for exhibition development.

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

Implement the Grafton Regional Gallery Retail Plan

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

Implement the annual Heritage Assistance Grant Program

Review of merchandising strategy undertaken, identifying greater opportunities with commissions and licensing of artworks. This review will inform the direction of a new retailstrategy in line with the Cultural Strategy 2036.

Survey, focus group, and desktop analysis complete. Consultant contracted to finalise the research and provide draft Cultural Strategy 2036.

50% complete.

Heritage Assistance Grant applications were approved at the November OCM.

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

Investigate management and funding options for a Nymboida Power House Museum

Approval letters distributed to successful applicants. Applicants will be reimbursed from the grants on submission of invoice and compliance with grant terms.

Councilhas worked internally and with external stakeholders to investigate future opportunities for the Nymboida Power House Museum.

A report is being prepared for counciloutlining costs and recommendations.

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

Regular meetings and reports completed with Museum Advisor and with 7 Clarence Valley Museums.

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

Provided support to over 20 artists with public art enquiries and projects across the Clarence Valley in the past 6 months.

OBJECTIVECO4:

STRATEGY

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

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STATUSUPDATE

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

This program continues to engage young people in council business and processes with 98 students from South Grafton High School, Maclean High School and Clarence Valley Anglican School involved in lunchtime sessions including review of open spaces strategic documents, cultural plan, a meet and greet with the Mayor, Youth Week and January School Holiday Program planning.

Youth Week 2026 is underway with planning and collaboration with the Grafton Library team on the annual Live n Loud event. A Clarence Conversation page with an EOI for performers and MC is live. In addition, as part of the Youth Voice Program, consultation has been undertaken to obtain feedback from young people in relation to ideas for youth lead events and activities. Future Fest planning with internal and external partners is also underway as this year the event falls in Youth Week.

In Q1, 370 young people engaged in 18 different activities across 9 locations with the school holiday program engaging 14 local contractors for delivery. In Q2, 307 young people engaged in 23 different activities across 9 locations with the school holiday program engaging 10 local contractors for delivery.

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

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

Coordination of Clarence Valley Council Out of the Box Sessions

The Clarence Valley Youth social media analytics for Q1 & Q2 include 192 posts, 106,904 impressions (number of times CVY page comes up), 210 shares, 497 reactions (thumbs up, thumbs down, love heart) and a 6.28% engagement rate per post.

The top three posts were for International Friendship Day, Join Our Team CVC Apprenticeship & Traineeship and Live n Loud EOI.

765 young people, in 61 sessions have engaged in Out of the Box after school activities in Yamba, Maclean and Coutts Crossing including bullrush, limbo, boot camp, soccer, giant jenga, handball, surfboard art, touch footy, shakka art, capture the flag, ping pong, skateboard & scooter sessions and ball games.

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

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.

Planning is underway with the EOI for the Musicians and MC published and promoted since November.

The annual One Stop Shop Program delivered health and wellbeing education, in collaboration with the Clarence Youth Network, to year 9 students at five high schools.

A total of 377 students have attended One Stop Shop (OSS) with including: drugs and alcohol, mental health, self care, healthy relationships and sexual health. We worked with 15 local services to implement this program.

Contributed $6,000 (towards transport costs) that enables Life Education (Healthy Harold) to visit primary and preschools across the Clarence Valley. Healthy Harold visited 15 schools, involving 446 children in 34 sessions.

The Clarence Valley Youth Instagram and Facebook pages contributed positive messages on a range of issues including safe on socials, promotion of events and activities, open engagements, promotion of partner events, days of nationalsignificance (16 Days of Activism and NAIDOC), new social media legislation and mental health support.

Coordination of 6 Clarence Youth Network meetings with a totalof 90 workers attending. Participants were also engaged in professional development opportunities including guest speakers on Safe on Socials, Drugs and Alcohol(the Buttery), Gamble Aware and New Schoolof Arts.

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

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

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

Opportunities to present in public schools include presentations on koala and flying-fox projects at Gilwinga and St James Primary Schools.

Produced and distributed 'Curriculum Connections 2026' guide to all Clarence Valley Schools; 15 school tours; managed the Gallery Foundation Emerging Artist Scholarship including Art Connections Educator's Evening; Commissioned the GRG Art Cart artworks and Education Kit (Art Cart launch April 2026) for public loan of artworks to schools.

Deliver the Youth Councillor Mentor Program

The program has been developed with initial advertising completed. The finalisation of recruitment and onboarding of mentees is on hold.

OBJECTIVECO5:

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

Ten young people have been supported to attend events so far this year with representation most commonly in hockey championships, highland dance and basketball. The S&CTF Policy has been reviewed and updated with an increase in the sponsorship amount and decision making delegated to the mayor.

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STRATEGY ACTION

CO5.1 Ensure planning for new housing is diverse, affordable and in well-located areas, while protecting our 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

STATUSUPDATE

All proponent-led planning proposals have been assessed and progressed in accordance with the EP&A Act and NSW Local EnvironmentalPlan Making Guidelines.

CO5.2 Ensure planning controls for new development improved immunity to natural disasters

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 (LocalHousing, Green Infrastructure and Active Transport)

Preparation of a new DCP is in progress to ensure planning for new housing is diverse, affordableand in well-located areas, while protecting our natural environment and local character.

Internal and external consultation is scheduled to occur in Q3 and Q4.

Regular monthly meetings are occurring between development engineers of the respective Northern Rivers Joint Organisation of Councils to collectively update the engineering standards. The project willcontinue to advance during Q3 and Q4, including consideration of co-funding to finalise the complete update of development engineering standards.

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

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 Strategy

Update Flood Planning controls for Glenreagh in the Development Control Plans

Preparation of a new DCP is in progress Ensure planning controls for new development improved immunity to natural disasters. Internal and external consultation is scheduled to occur in Q3 and Q4.

Updated flood modelling and mapping for Glenreagh is complete. Flood Planning controls for Glenreagh will be updated in the relevant DCP.

Draft DCP willbe reported to Council in Q3 for approval to place on exhibition.

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

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

Project underway, on track and expected to be completed Q4 2025/26.

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

The following external interagencies have been supported to deliver a range of community events and activities: Child & Family Network, Grafton Liquor Accord, Lower Clarence Liquor Accord, Domestic & Family Violence Committee, Mental Health Month Planning Committee, Lower Clarence Welfare Interagency, Grafton Services Interagency and Northern Rivers Towards Zero.

Two Planning Proposals are under preparation, being amendments to the Clarenza Urban Release Area consistent with the approved Structure Plan, and a small area on Yamba Hill consistent with the adopted Local Housing Strategy.

Create a Voluntary Planning Agreement Policy

Research / comparison with other regional Council's policy position relating to affordable housing has been completed.

Internal consultation and policy development will occur in 2026. Draft Policy willbe reported to CouncilQ3 for approval to place on public exhibition.

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

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 (LocalHousing, Green Infrastructure and Active Transport)

Councilhas continued to implement the accelerated DA process to streamline minor compliant residential development and has undertaken a review in Q2 to expand the services offered in 2026 with revised checklists and information to be available on the website.

Due to Council's performance in the 2024/25 Financial Year, the expectation days is 103 days for assessment and determination, inclusive of any time the application is with the applicant awaiting information.

To 30 November in the 2025/26 Financial year the number of applications received and determine is below:

257 Development Applications received.

273 Development Applications determined.

217 of these applications meeting expectation days (79%)

135 applications determined within 40 days

120-day average determination timeframe

43 Median determination timeframes

A new DCP is under preparation that willensure that the quality and quantity of parks provided as part of new development provides equitable access which can be sustainably maintained into the future.

Internal and external consultation is scheduled to occur in Q3 and Q4.

INFRASTRUCUTRE

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STRATEGY ACTION

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

IN1.2 Deliver road and bridge upgrades as per Capital Works Program

Implement rolling asset condition rating process across all asset classes

STATUSUPDATE

The process and functionality within Council's existing business operation systems for implementing observed condition ratings of assets is being investigated and will likely differ across asset type (e.g. bridges and roads will be assessed on different merits and will be based on data from potentially differing sources). Once this has been determined the relevant asset risk management procedure will be updated to reflect the updated observed asset condition ratings as a prompted user input. This will be done with consideration to utilizing functions of Council's existing business operating systems.

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

Deliver on projects outlined inthe 2025/2026 Capital Works Program

All projects nominated in this year’s capital works program are on track for completion. Southbank road and Yamba Road is targeted for completion at the end of the year. Allreseals have been completed and the unsealed road resheet program willcommence in the last quarter if funding permits.

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

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

Council is currently investigating the utilization and integration with AssetAI for defect management within our current business process for prioritization and response timeframes. Council willcontinue to review the implementation functionality and align our road risk management procedure to reflect the IPWEA / LocalGovernment NSW Road inspection manual and TfNSW M3 Specification for defect riskmanagement.

Concept designs have been developed for traffic calming in the South Grafton CBD, Stage 3 of the Maclean Public School Zone, and Yamba crossings to schools. These projects were identified as road safety priorities for action through Safe System Working Group meetings. The South Grafton CBD project has been nominated for Safer Roads Funding, while the Yamba crossings project has been nominated under the Get NSW Active program.

IN1.5 Support the Safe Systems Work 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

Develop an annual project under the Local Government Road Safety Program

The Safe Systems Working group is an effective working group facilitated by Councils Road Safety officer. The group considers a range of road safety issues for consideration and / or further investigation. This group has become the primary working group since the LTC has been renamed the Local Transport Forum (LTF) to better reflect its role as an advisor. This follows a broadening of Councils delegations around regulatory based issues affecting local and regional roads.

The Safer Speeds project was funded, enabling the Road Safety Officer to coordinate the Safe System Working Group and to review, respond to and prioritise road safety issues across the network.

OBJECTIVEIN2: Wellservicedcommunitieswithaccesstoessentialinfrastructureincludingwater,sewerage, publicamenitiesandfacilitiesPL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUSUPDATE

IN2.1 Advocate State government funding for gateway maintenance of State land

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

Councilre currently working through handover discussions with TfNSW. Currently TfNSW has been responsible for maintenance of the roundabouts, however following the completion of asset handover all Roundabouts will be handed back to Council and incorporated into our regional road network. They will then be incorporated into Council’s asset management plan with agreed service levels for mowing determined by open spaces.

IN2.2 Undertake an asset renewal program to ensure the sewer network operates effectively

IN2.3 Deliver effective water quality projects and programs

Deliver the Annual Sewer Main relining program

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

The sewer main relining program is about 90% complete and is on track to be completed by March next year.

During 2025 Councilsubmitted 844 samples for microbiological analysis with 100% compliance for Coutts Crossing, Glenreagh, Wooli and Minnie Water systems.

There were three E Coli detections in the Rushforth distribution system (99.55% compliance). All exceedances have been reported to the PHU are due to:

• Low chlorine levels at Iluka balance Res on 5 February 2025.

• Low chlorine levels at Woombah balance Res on 15 May 2025.

• Sample contamination at Rushforth WTP Finished water on 13 Nov 2025

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

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

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

Develop 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

Councilhas 100% compliance with Physical and Chemical parameters tested as required by Health NSW.

The current catchment management program document from 2010 needs to be updated and this should take place early 2026. There are multiple documents within that catchment management program that will need updating as well.

NSW Water conducted Town Water Risk Reduction Program in conjunction with CVC that has recently finished. The report provides key findings (e.g. Cloghers Creek Remediation Works for dispersive soils) and recommendations that CVC need to adopt to the current catchment management program to align with current legislation.

There were two water quality programs that were conducted in conjunction with NSW Health

- PFAS Testing

- Metals Testing (Antimony etc.)

Antimony was detected in Shannon Creek Dam June 2025. NSW Health conducted a metals testing in the catchment immediately after, for a period of 6 months with no further detections.

NSW Health formalised our three catchment categories.

Minnie Water (Lake Minnie Water) - Cat 2

Wooli (Lake Hiawatha) - Cat 2

Clarence Valley Catchment - Cat 4

The 10-year certification has been completed. Items that were flagged in the assessment are currently being addressed. These items will be completed by the end of February.

Preparation of the updated 4-year capital works plan has commenced and will be ready for inclusion in the Operational Plan for 2026/27.

Consultant will be engaged early in 2026 to undertake the traffic analysis and network planning.

To date the application through the Regional Precincts and Partnerships program has been unsuccessful. Staff will continue to seek suitable grant funding.

Project management of the project is ongoing and will continue through to completion, which is currently forecast to occur late 2026 / early 2027.

IN2.5 Investigate Water Filtration opportunities

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

Update Integrated Water Cycle Management Plan and Development Servicing Plan

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

The previous draft Public Amenities Strategy has been reviewed and building inspections have been completed on all public amenities to evaluate condition and document provisions and components. The Strategy will also be influenced by the Open Spaces Strategic Plan which is currently under review / update.

Draft Sewer and Water Development Servicing Plans scheduled to be reported to February 2026 Council meeting for exhibition.

Beca Hunter H2O were engaged in October 2025 to prepare a reference design and undertake procurement. Expressions of interest to shortlist design & construction tenderers were called on 9 December 2025.

OBJECTIVEIN3: Floodplainanddrainageinfrastructurearemaintainedinawaythatimprovesamenityand liveabilityPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

Deliver a cost efficient infrastructure upgrade program in partnership with stakeholders

STATUSUPDATE

Council is proactively working with cane growers to undertake asset replacement of creek crossings (rated 4 & 5). For example, Marsh’s drain has been upgraded with pipe crossing significantly reducing costs associated with a timber bridge replacement. Negotiations are underway to replace similar assets across the floodplain.

Negotiate asset transfer with relevant stakeholders Negotiations around asset transfers will be undertaken following the replacement of assets rated 4 & 5.

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

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

Review overland flood studies and develop a stormwater upgrade program

All overland flood studies for major urban areas are in progress and scheduled to be completed by March. Once these reports have been completed, we willcommence on prioritizing works into a long-term program

A new DCP is under preparation that includes development controls that cover green infrastructure requirements, such as stormwater management, water quality and environmental setbacks which aim to protect the Clarence River, our wetlands and our beaches. Internal and external consultation is scheduled to occur in Q3 and Q4.

OBJECTIVEIN4:

Footpathsandcyclewaysthatareinterconnected,maintainedandreach destinationsPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

STATUSUPDATE

Shovel-ready projects aligned with the Active Transport Strategy have been nominated for state funding. Cameron Street and Turf Street have been nominated for Get NSW Active construction funding, whilethe Yamba Hill Pathway has received funding for detailed design, now underway.

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

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

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

Integrate Active Transport Strategy objectives in new project planning

Plan and deliver projects in accordance with the Active Transport Strategy

Detailed concept designs were prepared and nominated for construction funding under the Federal Black Spot Program and the High Pedestrian Activity Area Funding Program.

Priorities identified in the Active Transport Strategy are being incorporated into project planning and designs.

Projects continue to be delivered in line with the Active Transport Strategy, with major shared path works completed at Bent Street and Gumnut Footpath through Get NSW Active funding. Design-only funding has progressed projects at Cameron Street, Grafton priority crossings and Yamba Hill, with designs advanced or submitted for construction funding.

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

Design consultant has commenced work on preparation of design options for the riverside walkway.

OBJECTIVEIN5: ImpactofnaturaldisastersoninfrastructureisminimisedPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

Deliver Yamba Road and Southbank intersection resilience project

Seek funding opportunities for Iluka Road flood resilience upgrade

Update Flood Planning controls for Glenreagh in the Development Control Plans

STATUSUPDATE

Southbank road is under construction. Widening to the road formation has occurred and crews willnot commence road works untilthe holiday period is over in order to minimize impact on the broader community

Councilsuccessfully received funding for this project through the Disaster Ready Fund round 3

Updated flood modelling and mapping complete for Glenreagh. Flood Planning controls for Glenreagh will be updated in the relevant DCP.

Draft DCP willbe reported to Council in Q3 for approval to place on exhibition.

IN5.2 Seek funding to upgrade floodplain assets

Lobby State Government for funding

Apply for grant applications

Prepare a consolidated Lower Clarence Floodplain Risk Management Study

Councilhas lobbied State Government greater Floodplain Maintenance funding for many years, using multiple sources of influence to obtain greater funding for Floodplain Maintenance. Council will continue to advocate for more funding into the future.

Note: Floodplain Maintenance funding has not increased in line with inflation since 1997.

Grants to the total value of $51,238,260.21 have been secured for:

* Rock protection works around Grafton, Ulmarra and Maclean Levees

* Repairs to Iluka Levee

* Other associated floodplain infrastructure such as relocation & replacement of pipes and floodgates at Boormans Crk, Palmers / Marshs Drain & Thompsons Drain.

* Automating penstocks by installing electrical actuators around Grafton.

A Flood Risk Management Study (FRMS) and Plan (FRMP) brief was developed and the tender for the Flood Risk Management Study was awarded successfully to Worley Services P/L. The study is progressing in line with the developed project brief.

IN5.3 Work with NSW State Government on funding for their Disaster Mitigation Framework

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

IN5.4 Emergency management planning centre at Grafton airport

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

IN5.5 Ensure the quality of future water supply

Update Integrated Water Cycle Management Plan and update Development Servicing Plans

Prepare a Drought Management Strategy

Several units within Council are supporting multiple DAP workstreams including Northern Rivers DAP steering committee, NRJO DAP Coordinators Group, Local Social Preparedness Asset Assessment, Community Consequence of Infrastructure Resilience Assessment, NR Economic Baseline Dashboard workgroup, Coastal Hazard Risk Profile workgroup, Northern Rivers Councils Flood Practitioners Forum & NSW Mitigation Fund business case working group. The Northern Rivers foundational DAP is due September 2026 with the final DAP due in 2027.

The Fire Control Centre is progressing at a steady pace with some weather delays affecting the project program.

The structural frame, external cladding and roof are all completed with the internal electrics, plumbing and internalwalls underway.

Completion is expected in April 2026.

Draft Water and Sewer Development Servicing Plans are in preparation and are scheduled to be adopted for exhibition purposes at Council's February 2026 meeting.

Drought management strategy is in the process of being updated to incorporate operational changes. This will be completed by the end of FY.

ECONOMY

OBJECTIVEEC1: BusinessledinnovationissupportedandencouragedPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

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

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

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

STATUSUPDATE

A completely new draft DCP is in progress which will ensure that strategic planning activities focus on delivery of the land use planning priorities included within the current adopted strategies (Local Housing, Green Infrastructure, Employment Land, Rural Land, Community and Energy Emissions Reduction and Active Transport).

Internal and external consultation is scheduled to occur in Q3 and Q4.

Investigations are underway and expected to be completed Q4 2025/26.

From 1/1/25 to 30/11/25 Council’s Building Services team issued 136 construction certificates (CC) and two complying development certificates (CDC). During this period 1295 inspections were carried out on buildings under construction including plumbing and drainage and manufactured home inspections. Inspections were also carried out in response to customer service requests regarding unauthorised building work and stormwater issues.

EC1.3 Assess development through a transparent and efficient process

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

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

Compliance completed within operational capacity. Recruitment of Council’s compliance team is progressing wellin Q3.

Council is part of the Planning Portal Reference Group run by the Department of Planning where Councilprovides feedback to continually improve the efficiency of the portal with Council systems and processes, with Council maintaining full system integration.

Council is currently inthe process of introducing new corporate software to the Property and Rating system for Developer Contributions management.

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

Deliver engagement activities with the Development Industry Engagement Group

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

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

Terms of Reference are being prepared for the establishment of a ‘focused development industry engagement group’ which aims to improve the transparency and efficiency of DA processes.

An EOI will be issued to stakeholders / industry in 2026 to form the group.

Ongoing quarterly engagement activities will occur to provide opportunity for two-way consultation on contemporary planning and building issues.

To advance the assessment of development though a transparent and efficient process, Council has continued to implement the accelerated DA process to streamline minor compliant residential development and has undertake a review in Q2 to expand the services offered in 2026 with revised checklists and information to be available on the website. Due to Council's performance in the 2024/25 Financial Year, the expectation days is 103 days for assessment and determination, inclusive of any time the application is with the applicant awaiting information.

To 30 November in the 2025/26 Financial year the number of applications received and determine is below:

257 Development Applications received.

273 Development Applications determined.

217 of these applications meeting expectation days (79%)

135 applications determined within 40 days

120-day average determination timeframe

43 Median determination timeframes

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

A new draft DCP is under preparation that will propose development controls to require Crime Prevention Through Environmental Design (CPTED) outcomes, ensuring that future design and management of the built and landscaped environment limits opportunities for crimeto occur.

Internal and external consultation is scheduled to occur in Q3 and Q4.

All development applications have been assessed and determined in accordance with planning controls that ensure active streetscapes and casual surveillance opportunities are created, which assist inreduced opportunities for crime to occur.

A new DCP is under preparation that willinclude development controls to ensure equitable access standards apply to all new development and associated new public places.

Internal and external consultation is scheduled to occur in Q3 and Q4.

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

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

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

All DAs and CCs are assessed for meeting the National Construction Code (NCC) access requirements for disabled persons including ramps/lifts, accessible paths of travel, width of doorways, accessible toilets and accessible parking spaces. Accessibility comments included in 18 pre-DA meetings and meeting minutes in 2025 to raise this issue early in the design process.

Preparation of a new DCP is in progress that will include development controls for new development to include minimum requirements for street trees and landscaping to achieve greater canopy cover, aligning with actions in the Green Infrastructure Strategy and Urban Tree Strategy.

Internal and external consultation is scheduled to occur in Q3 and Q4.

Development applications are assessed in accordance with current planning policies and controls. Street trees are required to be provided on all new subdivisions, and existing street trees and native canopy trees are sought to be retained and/or replaced, where possible and aligning with development controls, through the development assessment process.

OBJECTIVEEC2: AnattractiveenvironmentforindustryandlocalbusinessestoflourishPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

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

STATUSUPDATE

Through our membership of the Regional Leaders Program with Business NSW, Council successfully delivered the Business Leaders Roundtable Forum in Yamba, marking the first event of its kind in the region. In partnership with Business NSW, we promoted and facilitated roundtable discussions across key sectors including Manufacturing, Arts and Culture, and Housing, providing a platform for local business leaders to share insights, discuss challenges, and collaborate on solutions.

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

In addition, Economic Development staff participated in four Northern Rivers roundtable sessions, contributing to workshops focused on shaping the region’s economic future through to 2040. These initiatives collectively demonstrate Council’s commitment to fostering knowledge exchange, regional collaboration, and strategic planning through structured roundtable engagement.

Councilhas participated in numerous forums including Norther Rivers Economic Development Stakeholder Forum and Professionals Meeting; Recovery, Resilience and Continuity Planning Workshops; Regional Leaders Livability, Creative Industries and Visitor Economy Forum; Destination North Coast Tourism Meeting; and Business NSW Regional Leaders sessions. These engagements strengthened regional collaboration, informed Council’s economic development priorities, and ensured alignment with emerging data, resilience planning, and strategic opportunities across the Northern Rivers region.

Commence the Business Development Strategy for Wooli Holiday Park

Commence the Business Development Strategy for Minnie Water Holiday Park

We established regular marketing meetings following the completion of monthly reporting to review performance metrics and ensure business objectives are being met. A dedicated rates meeting was also held with Clarence Coast Holiday Park managers to develop a structured approach for next year’s rate implementation.

Significant progress has been made in addressing key performance challenges. Online booking conversion rates have improved from 3% to 4.2%, and social media engagement has increased by 202% compared to the same period last year. These results reflect our focus on optimising digitalmarketing strategies, including website enhancements, targeted email campaigns, and stronger calls-to-action.

To further enhance guest experience, we coordinated with park managers to implement automation across allsocial media platforms, streamline newsletter subscription sequences, and deploy an online compendium for easy access to park information. Additionally, we have strengthened relationships with local business owners to create crosspromotion opportunities, adding value for guests and supporting the local community.

EC2.2 Implement Urban Tree Planting Strategy

Commence the Business Development Strategy for Iluka Riverside Holiday Park

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

Open Spaces team has supported the holistic review of DCPs and will continue to work with Development & Land Use Planning team to implement relevant actions of this review, including internal and external consultation planned in 2026.

Consultation and coordination has increased with the Development & Land Use Planning team on development, strategic, and environmental planning activities and referrals.

The new Compliance Team will assist to ensure compliance with conditions of consent and take appropriate enforcement measures.

EC2.3 Develop and implement strategies to support sustainable and regenerative agricultural, agribusiness and farming practices

Plan and deliver the urban tree planting program

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

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

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

Planting target on track, with a large portion of trees endemic to the area planted. 80 advanced native trees in the Junction Hill and Grafton area. 120 Native trees planted in Yamba between Civil Services projects and Open Spaces budgeted plantings. 50 trees planted in the Maclean and Townsend area.

Replacement Jacarandas planted in existing avenues as planned, some damaged and storm affected Jacarandas to be replaced in March as the weather cools.

Operations, maintenance and administration of the Grafton Saleyards are currently underway with 35 sales held this financial year to date.

Contract for Saleyards Future Options Report awarded. Research and community engagement underway. Draft report due early 2026.

Inaugural Sustainable Agriculture Grants Program established, program promoted and open for applications until early 2026.

The inspection program for medium and high-risk retail food businesses is progressing well, with 50% of scheduled inspections now completed. Councilprovides guidance and resources during inspections and through Council's website, supporting the food sector in providing quality service to the community.

Support contractors in the operations of the Clarence Coast Holiday Parks

We have held two meetings with the Park Managers to discuss operational issues and fees and charges for future years. We have also implemented a Summer Ready Program which provides contact information for trades during the holiday period.

Our team have also supported the contract managers through the Clarence Coast Holiday Park socialmedia accounts.

Regular updates have also been provided regarding the status of the Long-Term Casual occupants.

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

Councildelivered a comprehensive program of small business workshops designed to build digital capability, strengthen resilience, and support local industry development. Key workshops and outcomes included: Australian Tourism Data Warehouse Training; Digital and Social Media Capability; AI for Business; Business Resilience and Continuity; Creative Industries and Cultural Tourism; and Council Procurement Workshops.

Promoted through newsletter and direct correspondence with local businesses and event organisers.

Engage with Clarence Valley chambers of commerce to support local businesses

Met with Sounds NSW on 15 July to discuss music grants for private venues.

Hosted a presentation by Localis.co to DPIRD and Northern Rivers Councils, raising awareness of industry development support and grant opportunities.

Connected local Chambers and industry stakeholders with the 2025 Innovate with NBN Grants Program, broadening access to digital innovation funding.

Supported Yaegl Aboriginal Corporation by identifying a grant opportunity to develop an app and provided three letters of support to strengthen their application — currently awaiting government approval.

Following Ex-Cyclone Alfred, Council provided direct guidance to affected businesses to help them access available recovery grants.

Throughout the reporting period, the Clarence Valley Council(CVC) actively engaged with local Chambers of Commerce to support business development, networking, and capacity-building initiatives.

Meetings and Consultations:

Consulted with Grafton Chamber, on guest speakers and the upcoming conference.

Met with Business NSW and Business Yamba to discuss collaboration opportunities and plans for the next 12 months.

Participated in Maclean Chamber committee and economic development meeting.

Events and Sponsorship:

Supported Small Business Week events in Iluka, Maclean, Yamba, and Grafton with $500 funding per event.

Attended Business Yamba networking breakfast on and the launch of Business Yamba.

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

Support a film friendly region and administer filming applications and permits

Sponsored Grafton Chamber of Commerce AGM and breakfast.

Attended Business Yamba AGM and committee meeting.

Attended Grafton AGM and facilitated an AI workshop with presenter Louis Birk.

Awards and Recognition:

Entered Yamba CID in the Business NSW Business Awards.

Workshops and Training:

Localis training for Business Yamba.

ATDW transition workshop held in Grafton.

Cultural Tourism workshop held in Yamba.

Regional Leaders Forum held in Yamba.

Recovery, Resilience and Continuity Planning workshop in partnership with the Reconstruction Authority, CVC, and Business Yamba – 12 attendees participated. This workshop complemented the Business Beyond Disasters online course and provided guidance on maintaining business operations during floods, bushfires, storms, cyber threats, and other disruptions.

Councilcontinued to support a film-friendly environment by managing a range of filming-related enquiries and permits. Most requests received during the period related to wedding filming in Yamba, along with two enquiries from a Gold Coast production company seeking to film in the region. While these activities were efficiently administered, further work is required to strengthen our approach.

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

Hold bi-annual local contractor / supplier information sessions

First session successfully held in Yamba on Dec 11, 2025. Second session planned for late Q3 in Grafton.

Complete the Airport Business Feasibility Plan A CASA report was received in November 2025 which willbe used to inform a project brief along with recorded data. The project is anticipated to commence in early 2026.

STRATEGY ACTION

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

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

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

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

STATUSUPDATE

Not yet commenced.

To be completed Q3 and Q4.

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

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

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

Councilhas actively promoted the Clarence as one of the nation’s great river experiences by creating and sharing dedicated stories, imagery, and river-focused campaigns across our digitalplatforms.

Council met with National Parks and Wildlife Service representatives on 20 August in Coffs Harbour to discuss opportunities for strengthened collaboration, including improvements to visitor facilities, signage and access along key nature-based assets such as the Yuraygir Coastal Walk.

Councilhas actively pursued Eco Certified Destination accreditation by completing a comprehensive six-month readiness review, which delivered a positive outcome and recommended progressing to full certification, with only 12% of requirements stillneeding major work.

Industry promotion: dedicated e-newsletter and online communications highlighting the economic value of inclusive traveland directing operators to free training resources to help improve accessibility. Collaborated with Ben Aldridge from 30 Foot Drop to strengthen industry understanding and secured an accessibility consultant to deliver a professional workshop in March.

Tourism promotion: reviewed and developed new website content and promoted accessibility videos with a focus on beach wheelchairs availableat select holiday parks.

Project scope completed.

A total of 13 events received funding, with $40,000 in cash support and $21,500 provided in kind. Of these, three were classified as special events, receiving $12,000 in cash funding. These figures reflect only events that have already occurred and been invoiced; additional events have been approved for funding but are yet to take place.

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

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 annualmarketing plan

Held initial discussions with organisers of Clarence Harvest Celebration (formally Cane Harvest Festival) to map out a vision for Maclean to host a series of events that may develop into a larger festival.

An annual marketing plan was developed in July to guide and report on investment. Key highlights include a 14% reduction in social posts, with a 312% increase in impressions and 16% increase in new followers suggesting significant improvements incontent (within existing resourcing). This has translated into a 64% increase in active users on the website; however, engagement continues to drop as a result of issues and an outdated website platform. Investigations have commenced into transitioning of the tourism website onto the same platform as the corporate site in 26/27.

Encourage visitor economy businesses to increase online presence

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

Councilhave encouraged visitor economy businesses to strengthen their online presence by promoting digitalmarketing tools, training opportunities, and best-practice resources that help operators reach more customers. We also shared guidance and campaigns that highlight the value of strong online visibility, supporting businesses to improve discoverability and competitiveness in the market as well as ensuring they are listed on the ATDW website, including in-person training by ATDW which has been developed into online resources exclusively for Clarence Valley businesses.

Councilcontinued to strengthen its network of Visitor Information Outlets and community-based hubs. Partnerships were actively maintained with the Grafton Regional Gallery, Emporium at Iluka, Yamba Bowling Club, Ulmarra Art Gallery, and the Maclean Scottish Shop, all of which play a key rolein distributing visitor guides, providing local knowledge and promoting regional attractions.

In December 2025, Yamba Museum became a Visitor Information Outlet, expanding coverage in a high-demand visitor area.

OBJECTIVEEC4: TelecommunicationsthatadequatelyservicethecommunityPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

Monitor for opportunities to advocate

STATUSUPDATE

Opportunities to advocate for improvements reported to Council as and when they arise. The Federal Government has established Connecting Country Communities program to improve mobile black spots.

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

Monitor grant opportunities

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

Staff are monitoring grant opportunities and sharing opportunities aligned with both key project deliverables and emergency preparedness, mitigation and recovery functions with relevant sections of Council. Coordinator Emergency Management & Risk is assisting other staff with grant applications by seeking emergency service support for Council priority projects, such as flood mitigation on Iluka Rd.

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

Councilstaff are providing ongoing support to the NSW Reconstruction Authority and SES with the development and delivery of the regional flood risk awareness project including the development of the Clarence River catchment animation, Grafton & Maclean know your levee videos and the lower Clarence River big map. Councilstaff have participated in community education events such as the Grafton & Maclean know your levee sessions.

The Clarence Valley local EMPLAN was tested during ex-TC Alfred. The Local Emergency Management Committee undertook an after-action review and are incorporating lessons learnt into the current update. EMPLAN is due to the RegionalEmergency Management Committee for endorsement in June. All evacuation centers have been audited as part of the North Coast Evacuation Centre Project. Consequence Management Guides are also being reviewed as part of this process.

OBJECTIVEEC5: BusinessledinnovationissupportedandencouragedPL3_Loop.SPL3_DESC}

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

Preparation of a new DCP is in progress that will ensure that future development and public spaces meeting the Disability Discrimination Act provisions for accessibility.

Internal and external consultation is scheduled to occur in Q3 and Q4.

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

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 Councilowned land on Big River Way for Employment Land

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

Two Planning Proposal are under preparation, being amendments to the Clarenza Urban Release Area consistent with the approved Structure Plan, and a small area on Yamba Hill consistent with the adopted Local Housing Strategy.

Project is scheduled to commence in Q3

Market feasibility assessment and concept plan to support rezoning underway and due to be completed in January 2026. Report to Council planning by end Q3.

Terms of Reference are being prepared for the establishment of a ‘focused development industry engagement group.’

An EOI will be issued to stakeholders / industry in 2026 to form the group.

Ongoing quarterly engagement activities will occur to provide opportunity for two-way consultation on contemporary planning and building issues.

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

Engaged with local Aboriginal organisations—particularly Yaegl Traditional Owners, LALCs, TOACs, Destination North Coast, and Destination NSW—to explore opportunities for developing new and authentic First Nations tourism experiences. Initial discussions were held and early relationship-building commenced.

Activities included:

• Meeting with EcoTourism Australia regarding the Destination Ready program and opportunities for regionaloperators.

• Participation in the Destination North Coast and Local Tourism Organisations meeting.

• Attendance at the Northern Rivers Economic Development Professionals Meetings, contributing to regional discussions on economic trends, resilience and collaborative opportunities.

• Meeting with Regional Development Manager at DPIRD to discuss shared economic priorities.

• Engagement with the Reconstruction Authority focusing on recovery, resilience and business support.

• Participation in the Destination North Coast LocalTourism Associations meeting.

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

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

We willcontinue to maintain relationships with lead agencies and monitor opportunities to progress relevant REDS priorities as State Government direction and capacity evolves.

Meetings with Training Services NSW and TAFE NSW, to explore current education and training provision and identify potential gaps in local facilities. While no specific facility gaps were identified at this stage, both stakeholders highlighted a key regional challenge: the need to create stronger pathways that retain young people in the Clarence Valley, encouraging them to remain in the region for training, employment and career development.

These discussions have provided early direction for future work, and further engagement with education providers, industry and community will continue in 2026 to better understand opportunities, address youth retention, and explore innovative models that support learning and skills development across the Valley.

EC5.4 Build partnership with education facilities within the Valley

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

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

The People and Culture Team continue to maintain and build new relationships with local training providers. This action is ongoing.

Councilhas strengthened partnerships with local education providers and industry, with the aim of identifying skills gaps and creating spaces that foster learning, innovation and workforce development. Engagement to date includes a meeting with Phillip Borrow, Regional Manager (North Coast & Mid North Coast), Training Services NSW on 29 July, and discussions with Megan Andrews from TAFE NSW Partnerships on 24 September to understand current training needs and potential collaboration pathways.

These initial conversations have established a foundation for future partnership development, and further work will continue in early 2026 to progress opportunities and co-design initiatives that respond to local industry and community needs.

ENVIRONMENT

OBJECTIVEEN1: Naturalenvironments,ecosystemsandnativeFloraandFaunaareenhancedand protectedPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

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

STATUSUPDATE

Councilhas participated in providing feedback for changes to Companion Animal Act. We are now awaiting the amended changes.

EN1.2 Improve ecological management of council owned reserves and corridors

Implement actions from the Animal Control and Animal Shelter Strategy

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

Animal Controland Animal Shelter Strategy is inpreparation and scheduled for completion in Q4. Work is underway to upgrade the animal shelter which is an action in the draft strategy.

Funding application completed for 25/26 and other grant opportunities for TSA completed. Works on track for inspection of high-risk pathways.

Contractor engaged and working on the first 3 deliverables concurrentlyincluding the gap analysis and the workshop with Council which was completed in October. A follow-up workshop with Councilstaff is proposed to enable finalization of the POM in Q4.

Funding for 2025/26 reduced from $51,000 to $27,280, covering 13 sites instead of 24. Feedback received from NSW RFS suggested total cost for program delivery across the state is higher than anticipated. Works underway on the 13 funded sites, with the Open Spaces team to take on the remainder of APZ under existing mowing program.

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

Prioritisation process underway with a view to assist with assessing reserves across the LGA requiring works using internal reserve funds; assessments undertaken for riparian leases for Property section as required; assistance provided to OzFish for funding opportunities and delivery of on ground works in Yamba and Lower Coldstream; funding sourced for Crown Reserves Improvement Fund for riparian sites managed by Council

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

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

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

List of prioritised coastal reserves under Bush Regeneration Strategy completed. Additional reserves across LGA to be reviewed early 2026. Draft Vegetation Management Plan completed for Flinders Park, with draft underway for Minnie Water Foreshore Reserve. NRM staff continue to work with Coast and Estuary staff to seek funding for coastal habitat restoration plans for remaining coastal reserves. Seek funding from Crown Reserves Improvement Fund for other Council managed reserves.

The public space compliance team continues to conduct patrols as necessary.

Ongoing actions on a range of pest species, including cane toads at Grafton Regional Landfill and sewerage treatment facilities; working with LLS on pig and rabbit control programs; provide advice on feral deer and cat complaints; and initiate works program on control of Pandanus planthopper in the Angourie area

EN1.4 Promote sustainable business practices to reduce our region as ecological footprint.

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

Conversation commenced in Qtr 2 with relevant teams to promote consideration of expanding the scope of these Awards in 2026. Potential to include Sustainable Agriculture category based on successful grantfunded projects.

OBJECTIVEEN2: Coastline,waterwaysandnaturalenvironmentarehealthyPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

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

STATUSUPDATE

Funding applications have been submitted under the NSW Coastal and Estuary Grants Program for several Stage 5 projects including coastal habitat restoration, Brooms Head coastalprotection works, emergency coastal protection works and coastalhazard monitoring. Grant outcomes are expected to be announced February-March 2026.

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

Implement Coastal Management Program actions related to updating planning instruments

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

This is a 2-year project funded by DCCEEW (end date 1 September 2027). The first stage is a recommendations report on the different planning approaches available to council to manage coastal and riverine risks. This stage 1 report is expected to be complete by end Q3.

Tidal inundation assessment and review of planning controls nearing completion with final drafts in preparation. Quotations are being sought for the development of cultural awareness projects and the RFQ for the database webpage has been drafted.

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

EN2.4 Promote sustainable development that integrates with environment

Provide input to state and federalagencies to advocate for environmentalprotection of naturalresources throughout the LGA

On track - opportunities to provide input undertaken via Clarence Koala Working Group; North Coast Regional Weeds Committee; North East Coastal Practitioners forum; Northern Rivers vehicle strike; Northern Rivers Joint Organisation NRM; Clarence Valley Bush Fire Management Committee; Griffith University Climate Resilience for Biodiversity; NSW DCCEEW for koala, emu and flying fox projects.

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

On-Site Wastewater Strategy adopted by Council at the July meeting. Staff have completed a revised risk rating and classification of all 9500 on-site wastewater systems in Qtr 2 ready for revised application of new annual charges. Recruitment of On-site Wastewater Inspectors commenced in Qtr 2 to ensure increased monitoring of installed systems and updating of data across the LGA.

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

EN2.5 Monitor beach water quality Implement Beachwatch Water Quality Monitoring Program at twelve sites between November and February

The Biodiversity Offset Policy is being amended to ensure sustainable development outcomes that integrate and align with current environmental planning policy.

A Koala Strategy is also being prepared, and due for completion in Q4.

Beachwatch commenced on Monday 17 Nov 2025. Water quality testing is being conducted across the12 sites which were included inthe 24/25 Beachwatch program. The locations have remained consistent to support ongoing data collection. Testing is being undertaken by council's EnvironmentalHealth Officers.

Weekly results can be obtained from the NSW Beachwatch website https://www.beachwatch.nsw.gov.au/home.

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

Councilstaff attended planning meetings and supported sediment sampling day in October 2025

OBJECTIVEEN3: GreenspaceismaintainedandusedresponsiblyPL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUSUPDATE

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

Key actions from the Green Infrastructure Strategy and Urban Tree Management Strategy will be incorporated into the new draft DCP that is under preparation. It is planned to progress to internal and external consultation in Q3 and Q4.

The new compliance team that is under recruitment will provide additionaloversite in relation to compliance with conditions of consent and implement appropriate enforcement action for breaches / illegal clearing.

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

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

Prepare the Brooms Head Reserve Plan of Management

Progress the Holiday Parks Plan of Management

A Wherrett Park Site Management Plan willbe completed and reported to Councilfor adoption with an update to Community Land, Crown Reserves and other Public Places Plan of Management in Q3.

A Wooloweyah Foreshore Site Management Plan is also being finalised and will be reported to Council in Q3.

Hansen Partnership are engaged to prepare the Site Plan and finalise the draft Brooms Head Plan of Management to implement Council resolution 2024.419 (21 November 2024) and Crown Lands' feedback from 24 February 2025.

The project will be progressed in conjunction with ongoing engagement with the Yaegl Traditional Owners AboriginalCorporation RNTBC.

The draft Holiday Parks Plan of Management was submitted to the Minister for Lands and Property (Crown Lands) on 29 July 2025, requesting approval to placed on public exhibition.

Crown Lands issued an approval to exhibit the draft PoM, unchanged, on 19 December 2025, and recommended discussions with the Yaegl Traditional Owners Aboriginal Corporation RNTBC prior to exhibition commencing.

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

EN3.4 Create Tree Master Plans for towns Action willbe updated post exhibition of the operational plan and the adoption of the Urban Tree Strategy

Biodiversity Offset Policy reviewed and recommended changes prepared. Koala Strategy and DCP controls are being prepared by Ecosure consultants, due for completion in April 2026 which will inform finalisation of the Policy and Info for Applicants (BIFA).

Consultation and coordination have increased with the Development & Land Use Planning team on development, strategic, and environmental planning activities and referrals.

The new Compliance Team will assist in ensuring compliance with conditions of consent and take appropriate enforcement measures.

OBJECTIVEEN4: Protectionoftheenvironmentisencouragedthroughinitiativeand educationPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

Finalise the Climate Adaptation Strategy and implement immediate priority recommendations

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

STATUSUPDATE

Preparation of the inaugural CVC Climate Adaptation Strategy is well progressed. Internal and external consultation sessions were held in early October 2025 and late November 2025, respectively. Information from these sessions will inform the draft Strategy.

Progress on both the landfillgas and solar farm projects continues to be achieved. Contractors have further improved gas capture at the regional landfill at no cost to Council and will double gas flaring capacity in near future. Grid connection needs and costs associated with future power generation from landfill gas and solar farm have been clarified in Qtr 1 and 2.

EN4.2 Conduct Environmental Learning Facility programs

EN4.3 Coordinate water quality and preservation education and communications

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 EnvironmentalEducation

The ELF continues to be promoted as an educational resource. Opportunity for enhanced education at ELF by integrating expertise on biodiversity and pest management from other teams and better promoting availability of the ELF and facilities to schools.

Promote water efficiency during National Water Week Water Efficiency Officer active during National Water Week in October to promote water efficiency across the Clarence Valley community.

Coordinate water efficiency education through schools Strong water efficiency education program of schoolstudents both in school environments, the ELF and Shannon Creek Dam visits coordinated by Council's Water Efficiency Officer.

Review Regional Water Efficiency Strategic Plan

EN4.4 Facilitate sustainable living awards

Re-establishment of the joint Clarence-Coffs Water Efficiency Working Group (December 2025 OCM) enables this review to commence from early 2026. This review will be a priority for the new Working Group.

Coordinate and promote the Living Sustainably Awards These Awards are held every 2 years and are due to be held at the end of 2026. Scope of these Awards and their administration under review and involves several CVC teams.

OBJECTIVEEN5: Reduce,reuseandrecycleareprioritiesinthecommunityPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

Continue face to face interaction via Environmental Learning Facility programs and outreach to schools and community group

STATUSUPDATE

EN5.2 Promote Clarence Valley Waste App

EN5.3 Investigate and deliver renewable and sustainable energy supply opportunities for Council assets

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

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

Council's Waste and Sustainability team have administrative access and update information on the Waste App periodically. The Waste App is promoted through waste campaigns and around peak visitation periods, such as summer school holidays.

EN5.4 Deliver a waste education program

Develop a process for capturing scope 3 carbon emissions relevant to Council

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

Initial investigations completed. Council's Systems Team is currently completing IT checks of potential software providers.

Continuing with a focus on delivery of education at the Council's EnvironmentalLearning Facility. The focus of this Framework is on waste and sustainability education as it forms part of the Council's Solid Waste Management Strategy. Opportunities to enhance education programs to be explored in early 2026.

LEADERSHIP

OBJECTIVELE1:

Councilisaccountableandrepresentativewithopenandtransparent leadershipPL3_Loop.SPL3_DESC}

STRATEGY ACTION

LE1.1 Deliver the Councillor Professional Development Program

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

Deliver the annualCouncillor Professional Development program

Report development and attendance inthe annual report

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

STATUSUPDATE

Councillor's enrolled into Councillor Professional Development when requested.

Complete. Annual Report adopted by Council

8 face to face code of conduct training sessions have been delivered in the 2025/2026 financial year. A further two sessions are anticipated to be held in the second half of the financial year depending on the availability of the training provider.

All new starters to date have been assigned online Code of Conduct training.

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

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

Councilcontinues to deliver Code of Conduct Training to new starters withinthe first month of commencement of new starters. This action is ongoing throughout the year.

Managed as per the role of the Complaints Coordinator as per the procedures for the administration of the Code of Conduct. Annual reporting to OLD completed in December 2025.

Continue the Councillor Youth Mentoring Program The continuation of this program is on hold untilthe delivery of the program has been finalised.

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

Policies continue to be reviewed and updated in accordance with Council's Policy Framework.

2025/2026 delegations’registers have been completed. The legislative compliance register is currently being redeveloped in Council's corporate system. Regular notifications for legislation updates are provided to legislation owners.

OLG compliance calendar monitored, and correct timeframes adhered to

LE1.4 Promote transparency of access to information.

Deliver training in governance processes as outlined in the Governance Framework

LE1.5 Manage and reduce risk to the organisation

Deliver Council Business Papers and publish meeting minutes

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

Prepare and publish the Annual Report by November 2025

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

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

Governance training continues to be delivered on a regular basis. This year staff have been provided training face to face and online on Governance processes in lunch and learns, public interest disclosure training and corruption prevention training.

Agendas & minutes published in accordance with Code of Meeting Practice. Published on CVC website.

Open Access Information published online in accordance with the GIPA Act 2009 as identified.

AnnualReport adopted by Council.

Published to CVC website & distributed to OLG.

Regular contact maintained with State Records to ensure compliance and complete audit requirements

The Enterprise Risk Management Framework has been adopted, including the risk appetite statement, strategic risks and related operational risks. The risk register is currently in the process of being updated to better enable management of risks by risk owners and is on track for delivery in 2026 to assist in further embedding the Risk Management Framework.

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

Executive Review of Strategic Risks to be completed quarterly

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

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

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

ARIC have received reports on Council's risk status at each ARIC meeting held during the reporting period. This action is ongoing.

The Executive Team have undertaken reviews of Council's strategic risks in the 2025/2026 financial year to date. This review will continue to be undertaken quarterly in accordance with the Enterprise Risk Management Framework.

Disclosures of interest are completed inline with current legislation and policy and reported to Council within the required timeframes.

New staff, including disclosure officers, are provided with training upon commencement. Refresher training is provided to disclosure officers as required. This action remains ongoing.

Not yet started - this action is scheduled for completion in 2026.

STRATEGY ACTION

LE2.1 Ensure financial sustainability through effective financial management

Prepare and review budget assumptions

STATUSUPDATE

Draft completed pending any final changes as the budget is finalized.

Complete and submit the AnnualFinancial Statements 2024/25 annual financial statements completed and lodged with OLG in line with statutory deadlines.

Implement the annual Management Letter recommendations

The two recommendations are on track to be completed this financial year.

Deliver the Draft Budget for the next financial year. Budget preparation is on schedule to go to exhibition after the April Council meeting.

Provide Quarterly Budget Review Statements (QBRS) to Council New IP&R reporting requirements for the QBRS reports came into effect for the 2025/26 financial year. Council was presented with the new suite of reports for the first quarter (Sept-25) in the November meeting. Reports will now be presented in November, February and May each financial year.

Plan and prepare the Long-Term Financial Plan (LTFP) for the next financial year.

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

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

Update the Revenue Policy for inclusion in the draft Operational Plan

The LTFP has been updated and is on track to inform the Budget and be included in the Draft Operational Plan for the AprilOCM.

Insurance claims are managed withinrequired timeframes. Annual returns are expected to commence in February 2026 with completion by 30 June 2026.

The Revenue Policy on track for inclusion in the Draft Operational Plan for the AprilOCM.

LE2.3 Deliver effective asset management by maximising asset maintenance

Conduct a sale of land for unpaid rates review

Deliver the Asset Management Plans

Plan and prepare the Asset Management Strategy 2026/2027

Properties have been identified. Reports written to Council and advertisement is currently being prepared for the NSW Government Gazette.

The Asset Management Plans will be reviewed and updated in early 2027, and relevant data from these plans will be incorporated into the Asset Management Strategy in preparation for it to be included in the Resourcing Strategy for 2026/27.

The Asset Management Strategy will be reviewed and updated following the update of the Asset Management Plans early 2027 in preparation for it to be included in the Resourcing Strategy for 2026/27.

Complete Asset Revaluations according to revaluation modelcycle and fair value measurement requirements

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

LE2.5 The organisation workforce meets the Valley of the future

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

Deliver the Operational Plan 2025/2026

The collection of observed condition data for Council's water assets is complete, and the revaluation of these assets has also been completed. The revaluation is on track to be complete by 31 March 2026.

Internal audit working group meetings have been held monthly and actions are on track as per the action plan.

Modern slavery clauses are being updated into all contracts. Annual modern slavery statement lodged for 2024/25. Training materials are nearly complete and delivery to be rolled out by People and Culture.

Delivery of the Operational Plan 2025/26 is underway with all action items well progressed

Report every six months on deliverables in the Delivery Program Delivery Program adopted in June 2025 and the first 6-month report will be presented to the February 2026 OCM. Last update presented at the July OCM for previous DP.

Ensure compliance with IP&R Framework 2021 and requirements delivered

All current IP&R documents were adopted in June 2025. Draft 2026/2027 Resourcing Strategy, OperationalPlan and Budget created and work in progress to finalise by June 2026.

Plan and prepare the Operational Plan for 2026/2027 The Operational Plan for the 2026/2027 period is well progressed and is on track for completion by 30 June 2026. The draft version will be presented for exhibition at the April Ordinary Council Meeting.

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

The actions from the Workforce Management Strategy 2025/2026 are underway with expected completion in 2026. The draft Workforce Management Strategy 2026/2027 has been updated with final review underway.

Deliver CVC Traineeship Annual Program The delivery of Council's Grow Your Own Trainee and Apprentice Mentoring Program continues to facilitate the growth and wellbeing of participants. The current retention rate is above 95%.

OBJECTIVELE3: Councilrepresents,advocatesanddemonstratesapositiveandconnectedpartnershipwithall levelsofgovernmentPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

Quarterly meetings planned with local State and FederalMembers

STATUSUPDATE

Meetings are on due to completing priorities. To resume early 2026.

LE3.2 Engage with relevant stakeholders to inform advocacy for the Valley

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

Health - Completed the CMA and RDN survey that shares a strong commitment to equity in health—no matter where you live. To amplify the voice of local councils and better understand the challenges and opportunities of delivering health services across New South Wales. We promoted the GBH Redevelopment Aboriginal Artwork EOI & Arts in Health Working group.

Housing - Partnered with local housing service providers to support people sleeping rough including joint visits, representation at local Grafton Services Interagency and the Northern Rivers Zero CV Case Coordination Group.

Social Services - We have provided support (advocacy, meeting attendance, funding support, resources) to the following interagencies whose members are representative of the social services sector: Grafton Services Interagency, Lower Clarence Welfare Interagency, Mental Health Month Planning committee, Clarence Youth Network, Child & Family Network, Northern Rivers Zero and the CV Domestic and Family Violence Committee.

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

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 Councildecisions and projects

A digital asset management platform is in the process of being set up and is expected to be available in January 2026, providing Councillors with access to creative assets for supporting consistent promotion of Councilservices.

Regular media opportunities identified for the Mayor, including a monthly interview on 2GF/104.7FM and 103.1FM Loving Life. Additional opportunities are arranged each month for the General Manager or other nominated Councillors. On the day of Council meetings, TV news opportunities are also provided for the Mayor and requested Councillors to update the community on Council decisions, projects and initiatives, ensuring timely and transparent communication.

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

Councillors invited to & advised of Council events via email & Councillor newsletter. CouncilCorner radio segment continuing.

Each quarter, the new edition of Clarence Magazine is distributed to Councillors viathe Executive Team. The magazine highlights Council achievements and key projects, supporting engagement and awareness withinthe community.

DiverseviewsareconsideredindecisionmakingPL3_Loop.SPL3_DESC}

STRATEGY ACTION

LE4.1 Engage with the community to inform decision making

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

STATUSUPDATE

There are currently 3,073 people registered on Clarence Conversations. A double page spread in Clarence Magazine (July and October) has focused on reporting on engagement activities and encouraging participation.

Flyers with QR codes for Clarence Conversations were distributed at face-to-face engagement sessions encouraging people to join Clarence Conversations and participate in engagement.

Newsletters were sent in September and December promoting current engagement opportunities and outcomes of engagement.

A new newsletter template is being developed with communications planned to drive broader awareness of joining the engagement panel.

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

Review online methods of engagement including Councilwebsite and online engagement platform

Participated in the regional council's communications and engagement forums.

Provide internal training on community engagement strategy, methods and reporting

Engagement staff have completed a Granicus webinar on Engagement tools, and this has led to the use of new widgets by project administrations on Clarence Conversations. Future tailored training provided by Engagement HQ is planned in early 2026. Other online engagement portals have been identified, and a cost analysis and comparison of capabilities has commenced.

Work is underway to improve current internal tools and templates, processes / procedures, standards including survey design and reporting guidelines.

Once complete this will be rolled out across the organisation including staff induction and onboarding, lunch and learns, and specific engagement training.

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

Improved internal processes for centralised planning of community engagement and tracking of project status in line with the Community Engagement Strategy.

The largest engagement during the period was for the Environmental Special Variation with a full engagement report produced and published on the page. All other engagements are currently under review with engagement reports being prepared.

An engagement specific e-newsletter to registered participants was reinstated with two e-newsletters distributed.

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

Two editions of the Clarence Magazine were delivered. Each edition reported on key achievements from the Operational Plan and highlighted priority projects, services and community outcomes.

Channels included: social media (Facebook and LinkedIn), e-newsletter, website and paid advertising (newspaper and radio).

Key stats:

- Facebook: 4.7 million post views; 17,603 followers

- LinkedIn: 3130 followers

- website: 126,000 users

- e-newsletter: 2574 subscribers

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

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

Council’s website has been regularly updated to maintain accurate, timely and accessible information. Key pages have been reviewed and refreshed, operational updates have been published as required and accessibility checks have been completed as part of routine maintenance. The website is on track for full compliance for the reporting period.

This very successful program continues to engage young people in council business and processes with 98 students from SGHS, MHS & CVAS involved in lunchtime sessions including community consultation for the Review of Open Space Strategic documents and the CVC Cultural Plan, a meet and greet with the mayor, 2026 Youth Week and January SchoolHoliday Program planning.

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

Implementation of the First Nation Engagement Schedule is on hold to enable community consultation for the development of the Cultural & Engagement Protocol. Staff are currently conducting community consultation with the three nations in relation to what protocols are important to them and who to contact for what, fee schedules and important cultural protocols for each community. So far 8 sessions have been conducted involving representatives from Native Title organisations, Aboriginalcontrolled organisations, not for profits, Elders and community members and State Government departments. Feedback has been positive to date. Further sessions are planned for Q3 before finalising a draft protocol.

Implementation of the First Nation Engagement Schedule is on hold to enable community consultation for the development of the Cultural and Engagement Protocol.

LE4.4 Coordinate Advisory Committees to inform decision making related to Council’s CSP and Delivery Program

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

Provide minute taking and governance guidance around Advisory Committee Meetings

Ensure timely reporting of minutes and any recommendations to Council

Ensure submissions are collated and reported to Council

2 x meetings held for all advisory committees since July 2025. Working groups to be established in December Ordinary Council meeting. Executive Support staff providing minute taking & guidance.

Advisory committee minutes included in Items for Information report on Council Meeting Agenda.

Minutes also added to CVC website once approved by chair.

Submissions collated & included in Council reports where required

Ensure public forums are available before each Council Meeting

OBJECTIVELE5:

STRATEGY ACTION

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

Deliver the Customer Service Charter

Public Forums have been made available before each Council Meeting between July and December 2025.

STATUSUPDATE

Internal consultation has been completed.

LE5.2 Deliver the Service Review Program

Report on Customer Service data quarterly to the Executive

Report on Customer Service data annually in the AnnualReport

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

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

Quarterly reports prepared for Leadership team.

Quarterly reports are created to support data gathering for the Annual report.

Timely feedback continues to be provided to front-line staff and incorporated into process improvement with positive feedback incorporated into employee recognition programs.

Service reviews have been progressing in accordance with the schedule set out in the Service Review Plan included in Delivery Program 2025/2026 to 2028/2029.

The InternalAudit Program 2025/2026 comprises the following internal audits:

- Native Title audit- in progress and on- track, to be completed in Dec/2025. The key findings and recommendations will be reported to ARIC in Feb/2026

- Customer Service and Complaints Management process audit- to be conducted in Q3

- Development Application process audit- to be conducted in Q4

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

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

LE5.4 Deliver efficiencies as required with emerging technologies

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

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

Two priority actions were assigned to Clarence Valley Council after the audit this year, to be completed over a 2-year period. This is a new process StateCover has rolled out this year. Only one action remains at 75% status of completion which is musculoskeletal risk in the workplace. The other action was Psychosocial risk in the workplace which has been completed and submitted to StateCover.

Phase 1 includes enhanced customer request management and receipting functionality and is currently scoped and configured and testing is underway. Training is planned for November, and testing will be completed over December and January with a go live currently scheduled in February 2026.

Phase 2 Technical Planning has commenced with a view to starting this stage of the Property & Rating Software Upgrade project in March 2026 after the completion of Phase 1

Update of GIS software, access controls, user education and layer information are continuing in line with internal audit plan requirements and upgrades to our corporate systems.

All Councilcomputers are being upgraded to the latest version of Windows to ensure they remain secure, supported, and reliable. At the same time, we are introducing new security and management tools that help protect Council information and make day-to-day IT support more efficient.

Overall, these changes will improve security, reduce risks, provide clearer oversight of Council systems, and ensure technology changes are well-managed, traceable, and aligned with Council policies and responsibilities.

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

Deliver critical server and Wi-Fi management upgrades to ensure resilience in adverse operating conditions

Councilcontinues to strengthen its cyber security in line with best practice requirements / methodologies. Internal assessment shows we currently meet the baseline level across most areas, and an independent external assessment is underway.

Key servers have been upgraded, improving reliability across critical systems. Backup Wi-Fi has also been installed at sewage treatment facilities, reducing the impact of network outages. Further work will be completed on server upgrades in the second half of the year, including investigating scalable solutions to support infrastructure growth.

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

Work is underway, with the CCTV in Public Places Policy currently on exhibition. Procedures are being reviewed and workflows determined to support the implementation of the policy and the ongoing effective management of the devices, access controls, and footage.

LE5.5 Deliver an effective complaints management system

Rollout AI enhanced technologies to assist in bulk data capture AI enhanced technologies are continuing to be reviewed and implemented where business efficiency can be achieved through the secure application of AI tools. AI capture systems are implemented and being utilised by the CivilTeam to assist with defect management with future vision of similar technology to other Council Services over the next 6 months and beyond.

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

Governance reports, including complaints data, are provided to Council each quarter.

Complaints are managed in accordance with Council's Complaint Management Policy. The number of complaints per quarter are included in Governance reports to Council each quarter.

Training content has been finalised. Training will be delivered face to face and through Council's eLearning platform inthe next six months.

All reports of UCC have been reviewed, assessed and actioned accordingly.

Reporting managed in line with current policy and legislation.