Operational Plan End of Year Report - 2021/22

Clarence Valley Council

Operational Plan End of Year Report 2021/2022

Quarter 1 Operational Plan Progress Report

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Clarence Valley Council

Summary of the 2021/2022 lifeguard service (excluding volunteer lifeguards) at the patrolled beaches in the Clarence Valley for information Beach

Patrol Dates

Days of Service

Patrol Times

Number of Guards

Iluka

09/04/2022 to 25/04/2022

7 days

9am - 4pm

2

Turners

02/04/2022 to 25/04/2022

7 days

9am - 4pm

2

Main Beach Yamba

04/04/2022 to 22/4/2022

5 days

9am - 4pm

2

Pippie

15/04/2022 to 18/04/2022

7 days

Brooms Head

02/04/2022 to 25/04/2022

7 days

9am - 4pm

2

Minnie Water

04/04/2022 to 22/04/2022

5 days

9am - 4pm

2

Wooli

02/04/2022 to 25/04/2022

9am - 4pm

2

2 9am - 4pm

7 days

Notes NSW Holidays QLD & NSW holidays QLD & NSW holidays EASTER LONG weekend QLD & NSW holidays QLD & NSW holidays QLD & NSW holidays

Beach Visitations There was a total of 110,533 people who visited Clarence Valley beaches during this period, at the following locations: Brooms Head Iluka Bluff Minnie Waters Pippi Beach Turners Beach Wooli Beach Yamba Main Beach

19,994 12,841 9,470 18,086 20,514 5,172 24,456

Operational Plan End of Year Report 2021/2022

3

Beach Visitations 60,000 50,000

People

40,000 30,000 20,000 10,000 0 Brooms Head

Iluka Bluff

Minnie Water Beach

Pippi Beach, Yamba

Turners Beach, Yamba

Wooli Beach

Yamba Main Beach

2016 2017 Season

26,380

11,380

10,540

47,899

2017 2018 Season

22,559

17,266

9,277

36,775

41,624

8,114

31,056

56,709

12,479

32,972

2018 2019 Season

20,051

20,735

6,421

52,030

37,090

6,581

36,964

2019 2020 Season

13,146

13,198

5,797

29,096

29,819

6,463

21,515

2020 2021 Season

18,804

21,303

10,533

36,879

29,873

9,067

40,185

2021 2022 Season

19,994

12,841

9,470

18,086

20,514

5,172

24,456

Significant decreases were recorded across all patrolled beaches. This is consistent with the whole of the north coast of New South Wales as a result of COVID, weather conditions as well as the community holidaying at home.

Beach

Rescues Performed

Preventative Actions

First Aid Treatments

Law Enforcement s

Public Relations

Brooms Head Iluka Bluff Minnie Water Beach Pippie Beach, Yamba Turners Beach, Yamba Wooli Beach Yamba main Beach TOTAL

2 1 2

3,342 2,094 978

7 8 2

8 1 14

3,272 1,379 1,197

5

1,867

70

42

1,632

3

3,547

20

102

2,076

0 3

682 2,420

2 9

14 25

929 1,884

16

14,930

118

206

12,369

4

Clarence Valley Council

Operational Plan End of Year Report 2021/2022

5

Major project status key Status key: C completed

6

I in progress

D deferred/ delayed

Clarence Valley Council

Parks & Open Spaces Responsible officer Manager Open Spaces & Facilities

How we measure our performance Key performance indicator

Measure Quarter 1

Quarter 2

Quarter 3

Quarter 4

1.

Capital works projects delivered within Q4projected contingency

100%

100%

100%

100%

100%

2.

Parks and open space facility asset condition above Good (1, 2)

≥75%

<86%

≤86%

≤86%^

≤86%^

3.

Parks and open space facility asset condition below Poor (4 ,5)

≤5%

≤5%

≤5%

≤5%^

≤5%^

4.

Defects made safe within 7 working days and repairs within 30 working days

90%

¹

¹

¹

¹

5.

Weekly maintenance of regional sportsfields, parks and reserves

100%

100%

80%

65%

30%

6.

Fortnightly maintenance of district sportsfields, parks and reserves

100%

100%

80%

65%

30%

7.

Monthly maintenance of local sportsfields, parks and reserves

100%

100%

70%

70%

30%

8.

Urban public amenities opened and cleaned daily

100%

100%

100%

100%

100%

9.

Annual inspection of licensed and managed open space areas and facilities

100%

5%

5%

5%

5%

Comments/action ¹ Data unavailable. ^ Doesn’t include condition 3

Operational Plan End of Year Report 2021/2022

7

Major projects

8

Activity

Q1

Q2

Q3

Q4

1.

Complete the Grafton Waterfront Precinct upgrade from Prince Street to Clarence Street

█

█

I

Construction contract awarded and works commenced in April 2022.

Works to be completed by end of 2022/23.

2.

Cowper Boat Ramp fish cleaning station in partnership with Brushgrove Fishing Club

█

█

I

User group working through alternative siting option – project delayed.

3.

Prepare a masterplan Hawthorne Park South Grafton

█

█

█

I

Final draft plan completed and awaiting user group feedback on 95% completion. Aim to present to August 2022 meeting of Council for adoption.

4.

Ulmarra Riverside & Village Precinct Plan – Bailey Park construction, road upgrades and Small Park amenities

█

█

█

D

Tenders reported to Council and not accepted due to price escalation. Tender negotiations with a reduced scope of works did not achieve a contract within budget. Investigating an alternate delivery method utilising Council resources.

Works expected to commence Q2 2022/23.

5.

Prepare a concept plan for Charlie Ryan Park Iluka Bay

█

█

I

6.

Investigate options for amenities in Charles Street Iluka and a skatepark at Lawrence for consideration

█

█

I

7.

Undertake review of the Sports Facilities plan, Aquatic Facilities Strategy and Open Spaces Strategic Plan

█

█

8.

Establish a schedule for asset data verification to improve maintenance at proposed condition rating levels

█

█

Clarence Valley Council

█

Status

D

█

I

Comment

Topo survey complete, consultant scope defined, stakeholder engagement commenced, complete Q1/Q2 2022 Topo survey complete, stakeholder engagement scheduled (flood impacted) Deferred to 2022/2023 due to competing priorities that took precedence.

Had been awaiting buildings, land and open spaces asset revaluation to complete that has now been undertaken Q4. Discussed with Assets team to review asset condition ratings following revaluation

9.

I

█

Prepare a scope for the Harwood Community Economic Plan detailed design

RFQ for detailed design to release July 2022.

Cemeteries Responsible officer Manager Environment & Regulatory Services

How we measure our performance Key performance indicator

Measure Quarter 1 Quarter 2 Quarter 3 Quarter 4

1.

Interment services prepared in accordance with the booking

100%

100%

100%

100%

100%

2.

Cemetery grounds are maintained in accordance with Cemetery Operation Procedure

100%

100%

100%

100%

100%

3.

Cemetery mapping and internet records updated fortnightly

100%

100%

100%

100%

100%

Major projects Activity

1.

Footpath upgrade at Clarence Lawn Cemetery

Q1

Q2

█

Q3

Q4

Status

Comment

I

Operational Plan End of Year Report 2021/2022

9

Environment & Planning Responsible officer Director Environment & Planning

How we measure our performance Key performance indicator

Measure Quarter 1 Quarter 2 Quarter 3 Quarter 4

Directorate correspondence response within 10 days

>90%

43%

44%

44%

TBA*

*Data unable to be exported from the system at this time

Major projects Activity

Q1

Q2

Q3

1.

█

█

█

10

Establish a partnership with Native Title Holders and Traditional Custodians to conduct a cultural heritage mapping project on Gumbaynggirr Country

Q4

Clarence Valley Council

Status I

Comment

Initial discussions have commenced, noting COVID has had an impact on engagement.

Community Development Responsible officer Manager Cultural, Community & Industry

How we measure our performance Key performance indicator

Measure

Quarter 1

Quarter 2

Quarter 3

Quarter 4

471 80 194 participants participants participants

359 participants

≥150

2 events

25 events

5 events

16

Number of community initiative grant applications

≥5

46

12

16

41

4.

Number of Treelands Drive Community Centre bookings

≥2,000

245

270

194

425

5.

Number of partnership programs with external community service providers

≥10

36

41

15

78

6.

Number of community members engaged in partnership programs

≥2,000

2,587

1,183

3,026

3176

7.

Number of community members engaged in sector development and service delivery conversations

≥300

4,379

1,363

1,050

3432

1.

Increased school holiday participation 5% rate

2.

Number of community celebration events coordinated

3.

Comments/action COVID 19 restrictions limited opportunities to gather and celebrate broadly.

TDCC door counter was not working Jan/Feb – has now been fixed so Q3 is only March stats.

Operational Plan End of Year Report 2021/2022

11

Major projects Activity

Q1

1.

Community Resilience Program – community engagement activities in 9 bushfire affected communities

█

2.

Community Resilience Program – community leadership program

█

█

█

3.

Deliver the outcomes of the Reconciliation Action Plan (RAP)

█

█

█

█

I

Draft RAP completed and commenced engagement with communities for consultation.

Actions from the draft document have been completed and engagement continues in 2022/2023

4.

Conduct five public art projects: Aboriginal Welcome Words murals x 2 Projection on Sugar Tower Villiers Street roundabout public art Library mural

█

█

█

█

I

Welcome Words murals are in progress, Library Mural complete, projection in planning stage

5.

School holiday program participation review to gauge relevance and inclusivity July, October, January, April

█

█

█

█

C

6.

Seek funding opportunities to implement Yamba Skatepark detailed design plan

█

█

█

█

C

$500,000 funding has been secured.

Project has been handed to Open Spaces and work has commenced.

Skate Park works near completion

7.

Develop a community engagement strategy to target increased participation by First Nations peoples

█

█

C

8.

Develop working ‘On Country’ protocols

CVC Community Engagement Strategy adopted by Council in June 22.

Continue to work on an engagement plan specific in increase First Nations participation as part of the RAP engagement and consultation in 2022/2023 Contained within CVC Reconciliation Action Plan which has been submitted for endorsement by Council.

9.

Community Resilience Program – develop education package and curate exhibitions in community halls

12

Q2

Q3

Q4

Stat us

Comment

C

█

C

█

C

█

I

Clarence Valley Council

A creative director has been engaged and has commenced filming; this project is on track for delivery Dec 2022

Library Services Responsible officer Manager Cultural, Community & Industry

How we measure our performance Key performance indicator

Measure Quarter 1

Quarter 2

Quarter 3

Quarter 4

1.

Membership as a proportion of population

≥44%

45%

45%

46%

45%

2.

Online visitation increase

2%

10%

8.20%

6%

-17%

3.

Face to face visitation increase

2%

-15%

-12%

-8%

6%

4.

Increase in loans total

2%

2.2%

1.60%

1.60%

3%

5.

Average items borrowed per capita

5.37

1.43

1.41

1.4

1.6

6.

Increased community information support interactions

2%

13%

8.33%

9%

7%

Comments/action Face to face visitation and borrowings reduced by closures and restricted service due to COVID 19 KPI numbers 3, 4, and 6 were affected for the June results due to refurbishment closures of Maclean & Iluka Libraries KPI 2 reduction due to people returning to face-to-face visits and physical stock loans the result is only 0.03% down on the 3rd quarter result for 2021/22 -17% is compared to 2020/21 KPI 3 shows a 6% increase on quarter 3 visitations but a -9% compared to the average in 2020/21

Operational Plan End of Year Report 2021/2022

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Major projects Activity

Q1

Q2

Q3

Q4

Status

Comment

1.

Deliver the Local Faces Local Voices Banner local content programs and exhibitions

█

█

█

█

C

Highlights for this quarter were the Claire Aman Writing workshop and the live n loud @your library

2.

Deliver Get Connected programs for targeted groups including – digital literacy and skills programs

█

█

█

█

C

3.

Develop guidelines & procedures for born digital content preservation

4.

Implement CRL Marketing Plan to increase knowledge & access to collections & services

█

5.

Review mobile library operations

█

C

6.

Complete Stage 2 Mackey Archive acquisition for future access

█

C

14

C

█

Clarence Valley Council

C

Completed. Report to Council in first quarter 2022/2023 Completed – Collection was made available to community from 26 May 2022

Cultural Services - Regional Art Gallery Responsible officer Manager Cultural, Community & Industry

How we measure our performance Key performance indicator

Measure

Quarter 1

Quarter 2

Quarter 3

Quarter 4

1 .

Visitation & participation increase

10%

6747

7,384

4,819*

6562

2 .

Income revenue increase

10%

$14,745

$20,909

$17,290

$25,235

3 .

Annual exhibitions

20

10

8

8

5

4 .

Annual programs & events

50

17

17

20

TBC

5 .

Annual artists participation

80

61

72

11

9

6 .

Increase volunteer support to museums through skills development programs

4

1

1

0*

1*

7 .

Increased Plunge participation by local practitioners

10%

-

-

-

43

Comments/action COVID 19 continues to impacted Gallery visitation. * The rescheduling of flood affected events was impacted by the reduction of presenter availability

Operational Plan End of Year Report 2021/2022

15

Major projects Activity

Q1

1.

Implement Visual & Retail Merchandising Strategy The Gallery Store

█

2.

Develop a volunteering recruitment & training to support Gallery exhibitions & operations

█

█

C

The volunteer program has recommenced.

3.

Present JADA tour across 4 external venues in NSW & Queensland

█

█

C

Completed

5.

Conduct a Gallery marketing campaign to increase reach & engagement

█

█

6.

Support volunteer museums to implement Stage One key actions of Museum Strategy

7.

Plunge Strategic Plan implementation to increase local practitioner participation

16

Q2

█

Q3

Q4

Status

Comment

C

Retail stock range was expanded in Quarter 3 with an aim to increase sale.

█

█

C

Completed

█

█

C

The report was completed for review at the end of quarter 4.

C

Total practitioners increased 40-43 year on year.

Highlights include the Sprung performance, Queensland Ballet workshops, Riverlight Festival and Wild about Wooli

█

Clarence Valley Council

Strategic Planning & Building & Development Services Responsible officer Manager Development & Land Use Planning

How we measure our performance Key performance indicator

Measure

Quarter 1

Quarter 2

Quarter 3

Quarter 4

1.

Development assessments completed < 40 days 80%

43.64%

44.76%

42.48%

37%

2.

Issue subdivision certificates < 28 days

70%

53.33%

83.33%

87.50%

85%

3.

Assess jetty applications < 10 days

90%

¹

¹

¹

¹

4.

Issue tree removal determinations < 10 days

90%

12.50%

33.3%

50%

TBA

5.

Construction certificates issued ≤ 10 days

90%

19.83%

28.57%

23.44%

24%

6.

Construction progress inspections within 2 days of

100%

100%

100%

100%

100%

7.

Final occupation certificates issued within 4 days 100%

²

²

²

²

7.

Issue complying development certificates < 10 days

80%

100%

100%

100%

100%

8.

Issue swimming pool compliance certificates < 10

80%

38%

20.83%

35%

40%

Comments/action ¹ Jetty applications are no longer lodged as separate applications, and are either part of a large development application, or where in canals, subject to a license only. KPI not applicable. ² Assumed to be 100% (or close to) from when building is fit for occupation. No current data for Occupation Certificates issued within 4 days. No formal applications were required prior to Planning Portal lodgment requirements.

Operational Plan End of Year Report 2021/2022

17

Major projects Activity

Q1

1.

Complete an audit of employment land requirements and an economic analysis for employment lands to inform rezoning requirements

█

2.

Complete an audit of green infrastructure and review procedures for sustainable promotion of landscaping in new infrastructure development

█

3.

Review the parking contributions/voluntary planning agreement policy for Grafton

█

4.

Review the Community Participation Plan

█

5.

Prepare a rural lands strategy

█

6.

Q2

Q3

Q4

Status

Comment

C

Completed. The Employment Land Strategy was endorsed by Council at the June 2022 Meeting.

I

Underway and included in the 20222023 Operational Plan. A consultant was successfully appointed in July 2022.

D

Deferred until the 22/23 financial year. This project will be included in a broader review of Council's developer contributions planning.

C

Completed. The updated Community Participation Plan was endorsed by Council at the June 2022 Meeting.

█

C

Completed. The Rural Land Strategy was endorsed by Council at the June 2022 Meeting.

Prepare contaminated land register

█

D

Not commenced due to completing priorities

7.

Prepare a planning proposal for South Grafton/Clarenza employment lands

█

█

D

This project has been included in the 2022-2023 Operational Plan and is supported by the recently endorsed Employment Land Strategy.

8.

Prepare the Local Growth Management Strategy

█

█

I

Currently being prepared. The Local Growth Management Strategy includes the preparation of supporting studies being the Rural Lands Strategy, Employment Land Strategy, Green Infrastructure and Environment Strategy, and a Housing Strategy.

9.

Implement the Local Heritage Assistance Program

I

Successfully Implemented.

18

█

█

Clarence Valley Council

Works & Civil Responsible officer Director Works & Civil

How we measure our performance Key performance indicator

Measure Quarter 1

1.

Directorate correspondence response within 10 days Cultural heritage advice incorporated into pre project/construction activities

>90%

3.

4.

2.

Quarter 2

Quarter 3

Quarter 4

43%

56%

45%

TBA*

100%

¹

¹

¹

¹

Fleet and plant procurement meet capital works program needs

100%

¹

¹

¹

¹

Number of Local Emergency Management Committee meetings

≥3 per annum

2 (10

1(5

1

1

¹

extraordinary) extraordinary)

Comments/action ¹ Unable to measure at this stage due to the new Project Management Office structure in transition during this quarter and the Project Management module in CiA under development. *Data unable to be exported from the system at this time

Operational Plan End of Year Report 2021/2022

19

Major projects Activity

Q1

1.

Implement a process for inclusion of cultural heritage reviews in planning of capital works program

█

I

Review of policies and procedures underway.

2.

Recruitment of a Local Emergency Management Officer (LEMO) Establish a project management office and implement an integrated electronic project management software solution to manage projects from design to delivery

█

C

New staff member commenced

█

I

Project management software in place, processes still being developed and for full implementation in 2022/20223

4.

Undertake quarterly review of Local Emergency Management Committee (LEMC) contacts and regular review of Emergency Management Plan (EMPLAN)

█

C

Completed and a continuing project

5.

Plan and deliver emergency response exercises (Dam break/Chemical spill) with local emergency services

C

The Shannon Creek Dam emergency exercise was undertaken on 26 November 2021

6.

Establish and deliver an annual program of emergency management community planning and preparedness and public education programs

I

Information disseminated through social media platforms regarding flood recovery activities.

3.

20

Q2

█

Q3

█

Q4

█

█

█

█

█

Clarence Valley Council

Status

Comment

Road & Transport Infrastructure Responsible officer Manager Civil Services

How we measure our performance Key performance indicator

Measure

Quarter 1

Quarter 2

Quarter 3

Quarter 4

1 .

Capital works projects delivered within projected contingency

100%

80%

90%

87%4

94%

2 .

Percentage of the reseal and re-sheet program completed annually

100%

100%

100%

0%1

100%

3 .

National Heavy Vehicle Regulator (oversize/over mass access approvals) actioned prior to travel

100%

100%

100%

100%

100%

4 .

Road Maintenance Council Contracts (RMCC) capital works carried out in accordance with Inspection Test Plans (ITPs)

>90%

95%

100%

100%2

100%

5 .

Drainage/culvert installation complies with RMS R11 specification

100%

100%

100%

100%

100%

6 .

Potholes inspected and made safe ≤ 10 days

100%

70%

75%

95%

72%

7 .

Savings in unsealed road maintenance through improved work methodology and use of high specification gravel products

>20%

25%

25%

0%1

25%

8 .

Rural roadside mowing (minimum 6km/hour) standard 40km/day

100%

100%

100%

25%3

100%

9 .

Compensatory offset works achieved through capital works

80%

85%

85%

85%

85%

10 .

Outstanding customer requests greater than 15 <10% days

20%

5%

6%

15%

Comments 1

No resheeting programmed in Q3 due to inclement weather Routine works only conducted for RMCC in Q3 3 Slashing program partly deferred due to inclement weather 4 Project commenced, but not yet completed, within contingency 2

Operational Plan End of Year Report 2021/2022

21

Major projects Activity

Q1

1.

Develop Review of Environmental Factors (REF) templates to support consistent preconstruction planning and Part 5 determination of capital works

█

C

2.

Implement the rural roadside vegetation management plan

█

C

3.

Revise and update Pedestrian Access and Mobility Plan (PAMP) and Bicycle Plans

█

█

D

Request for Tender documentation prepared and planned to be released in Q1 2022/23.

4.

Implement an automated Work Order process through system upgrades

█

█

C

5.

Prepare a timber bridge replacement program

█

█

Complete – Work order system implemented in July and currently being used to manage maintenance and capital activities Ongoing into 2022/2023 and beyond as per Capital Works Program

6.

Develop and annual community road safety program

22

Q2

Q3

Q4

Status

█

█

I

█

█

C

Clarence Valley Council

Comment

Templates & initial training complete.

Quarry Management Responsible officer Manager Strategic Infrastructure

How we measure our performance Key performance indicator

Measur Quarter Quarter Quarter Quarter e 1 2 3 4

1.

Annual rehabilitation strategic review of Council quarries complete

100%

0¹

0¹

100%

100%

2.

Quarry stockpiles reconcile to income and expenditure

100%

100%

100%

100%

100%

3.

Operational safety compliance regulations met

100%

100%

100%

90%2

90%2

Comments/action ¹ Commences Q3 2 Safety

Audit undertaken during Q3. Two outstanding items to be addressed prior to re-commencement of quarry activities.

Major projects Activity

Q1

Q2

1.

Complete Taylors Quarry rehabilitation and close out including implementation of a natural Occurring Asbestos monitoring program

█

C

2.

Complete rehabilitation of Causley’s Quarry

█

C

3.

Complete quarry environmental control upgrades in accordance with Plan of Management for quarries

█

4.

Develop a strategic plan for future operations of Council owned quarries

█

Q3

Q4

I

█

█

Status

█

D

Operational Plan End of Year Report 2021/2022

Comment

Implementation of a natural occurring Asbestos Monitoring Program scheduled over subsequent quarters.

Gap analysis completed and satisfactory environmental controls are in place. Identified improvement upgrades are planned to coincide with future quarry extraction activities.

Scope of work being developed.

To be completed end of Q2 2022/23.

23

Buildings & Facilities Responsible officer Manager Open Spaces & Facilities

How we measure our performance Key performance indicator

Measure

1.

Capital works projects delivered within projected contingency

100%

100%

100%

100%

100%

2.

Average building & facility asset condition above Good (1,2)

≥75%

83%

83%

83%

83%

3.

Average building & facility asset condition below Poor (4,5)

≤5%

≤5%

≤5%

≤5%

≤5%

4.

Defects made safe within 5 working days and repairs within 30 working days

90%

¹

¹

¹

¹

5.

Leases renewed before expiry

100%

80%²

¹

¹

¹

Comments/action ¹ data unavailable. ² Staff absence.

24

Clarence Valley Council

Quarter 1

Quarter 2

Quarter 3

Quarter 4

Major projects Activity

Q1

Q2

Q3

1.

Complete the 2 Prince Street Administration Centre renovation for occupation

█

2.

Finalise Koolkhan Depot future use report

█

3.

Prepare Community Hall Asset & Facility Management Plans

█

4.

Upgrade Maclean administration centre air conditioning plant and system

█

█

5.

Establish a schedule for asset data verification to improve maintenance at proposed condition rating levels

█

█

Q4

Status

Comment

C

Completed

█

D

Project deferred and project will be reviewed

█

I

Report completed and being reviewed.

D

█

I

Operational Plan End of Year Report 2021/2022

Contract awarded, material supply delayed resulting in construction delay, scheduled completed Q1/Q2 22/23 Had been awaiting buildings, land and open spaces asset revaluation to complete that has now been undertaken Q4.

Discussed with Assets team to review asset condition ratings following revaluation

25

Sewer Services Responsible officer Manager Water Cycle

How we measure our performance Key performance indicator

Measure

Quarter 1

Quarter 2

Quarter 3

Quarter 4

1 .

Capital works projects delivered within projected contingency

100%

100%

100%

100%

100%

2 .

Environmental incidents responded to in accordance with PIRMP

100%

100%

100%

100%

100%

3 .

Environmental Protection licence exceedances

0

1¹

Coutts pH

*

22

4 .

Odour contained within sewer treatment buffer zones

100%

100%

100%

100%

100%

5 .

Response time to system failures: Priority 1 major spill during work hours – 30 minutes Priority 1 major spill outside work hours – 1 hour Priority 2 moderate spill during work hours – 1 hour Priority 2 moderate spill outside work hours – 2 hours Priority 3 minor spill during work hours – 2 hours Priority 3 minor spill outside work hours – 8 hours

100%

100%

100%

100%

100%

Comments/action ¹ Coutts Crossing pH 2 Yamba

12 April Total Suspended Solids 21mg/L licence limit 20mg/L, Iluka 12 April Total Faecal Coliforms 2fcu license limit 1 fcu * Numerous EPL exceedances in all sewer systems as a result of flood inflows

26

Clarence Valley Council

Major projects Activity

Q1

Q2

Q3

Q4

1.

Renew odour control systems at Yamba and Iluka Sewer Treatment Plants

█

█

I

Phodine dosing trial in reticulation continued in Q3 & 4; trial adversely impacted by wet weather; results may alter the need for traditional odour control units at STPs. Proposed to defer odour control installation to 2022/23.

2.

Infiltration/inflow prevention program - Undertake sewer network inspections in Yamba to detect illegal stormwater connections and failed pipes

█

█

C

Program completed in June for approximately 1000 properties in Yamba

3.

Upgrade sludge lagoons at Clarenza Sewer Treatment Plant

█

█

█

█

D

Project deferred to 2022/23

4.

Detailed design of North Grafton Sewage Treatment Plant augmentation

█

█

█

█

C

100% detailed design received: CHAIR workshop undertaken

5.

Develop and deliver sewer lining program following investigation inspections in Yamba, Angourie, Wooloweyah, Maclean, Townsend, Grafton, Junction Hill and Coutts Crossing

█

█

█

C

2021/22 relining program completed in Q3

Status

Operational Plan End of Year Report 2021/2022

Comment

27

Communication & Industry Engagement Responsible officer Manager Cultural, Community & Industry

How we measure our performance Key performance indicator

Measure

Quarter 1

Quarter 2 Quarter 3 Quarter 4

1 .

Economic benefit from sponsored events - day visitors

>3.8M

0

$1,536

$128,000 370,560

2 .

Economic benefit from sponsored events overnight visitors

>4.8M

1.0M

$14,280

$210,000 3,446M

3 .

Visitors engaged through Myclarencevalley interactions

>1.5M

893,045

709,163

871,684

537,998

4 .

Industry engagement meetings

>50

25

21

23

18

5 .

Clarence Valley Council website unique views

>180,000 49,825

47,122

No data

TBC

Comments/action Two events were cancelled as a result of the flood s in February and March 2022.

28

Clarence Valley Council

Major projects Activity

Q1

Q2

Q3

1.

Tourism promotion for Jacaranda Festival

█

2.

Implement recommendations from Rural & Tourism Impact Assessment & Recovery Strategy

█

3.

Implement Hinterland cluster development program to disperse coastal tourism & increase economic benefits to broader area

4.

Implement recommended actions from The Clarence – Riverway Masterplan II

5.

Implementation of 'Illuminate Jacaranda' funding – lighting of the Jacarandas in See Park

6.

Design and launch Council quarterly magazine

█

7.

Deliver planned activities for small business month

█

Q4

Status

Comment

C

Marketing plan developed and delivered

█

C

Arranged regular meetings with chambers of commerce and business advisory services to ensure strong relationships Clarence Round Table Coordinate the Industry and CVC liaison group. Developed local and Visit Friends & Relatives campaign to encourage people to holiday in their backyard and support local business post COVID and bushfires. Monitored the economy through the Community Profile ID web platform. Analysed data/trends and research programs to support results.

█

█

I

Initially planned for Q1 &2 but work is ongoing and will continue through Q 3 and 4.

Worked with business skills providers to deliver a series of business skills development workshops and collaborative events. Covid and floods had an impact on delivery and attendance.

█

█

C

The Clarence Riverway Masterplan was adopted by Council in Aug 2021, recommendation are being implemented. The masterplan delivery is ongoing Delivered

█

█

C

█

D

C

Operational Plan End of Year Report 2021/2022

Preliminary design was commenced in Q3 but due to staff vacancies was deferred to Q4. Natural disasters, Staff vacancies and council direction has seen this project deferred to FY 22/23 SBM planning was completed, event was rescheduled, due flood but cancelled due to second flooding event

29

Regional Airport Responsible officer Manager Open Spaces & Facilities

How we measure our performance Key performance indicator

Measure Quarter 1 Quarter 2 Quarter 3 Quarter 4

1.

Safety inspection complete & submitted to CASA

100%

100%

100%

100%

100%

.

Increase prior years passenger traffic movements

4%

<1%

<1%

<1%

<1%

3.

Increase prior years general aviation aircraft movements

0.80% <0.8%

<0.8%

<0.8%

<0.8%

Comments/action COVID 19 restrictions have limited flights in/out of the airport.

Major projects Activity

Q1

Q2

1.

Complete the airside hardstand area to support RFS aircraft landings

█

█

2.

Prepare a Grafton Regional Airport Business Development Plan

30

█

Q3

Q4

Status C

█

Clarence Valley Council

D

Comment

Construction completed

Deferred to 2022/2023 due to unknown issues with Rex – updated action for 2022/2023

Saleyards Responsible officer Manager Open Spaces & Facilities

How we measure our performance Key performance indicator

Measure Quarter 1 Quarter 2 Quarter 3 Quarter 4

1.

Net profit

10%

¹

2.

Positive agent feedback on sales delivery

>98%

3.

Average asset condition below Poor (4,5)

≤5%

¹

¹

¹

>98%

>98%

>98%

>98%

≤5%

≤5%

≤5%

≤5%

Comments/action ¹ data not available

Major projects Activity

Q1

Q2

1.

Prepare a design for the saleyard roof

█

█

2.

Investigate grant fund opportunities for construction of the saleyard roof

Q3

█

Q4

Status

Comment

I

Delayed due to other grant funding projects being completed

I

Cost estimates established and grant funding for project being considered. Project expected to be within $4-5M range

Operational Plan End of Year Report 2021/2022

31

Holiday Parks Responsible officer Manager Open Spaces & Facilities

How we measure our performance Key performance indicator

Measur e

1.

Maintain or improve prior years average Net Promoter (satisfaction) score - Brooms Head

≥75%

2.

Maintain or improve prior years average Net Promoter (satisfaction) score – Calypso

≥50%

3.

Maintain or improve prior years average Net Promoter (satisfaction) score – Iluka

≥80%

4.

Maintain or improve prior years average Net Promoter (satisfaction) score - Minnie Water

≥65%

5.

Maintain or improve prior years average Net Promoter (satisfaction) score – Wooli

≥60%

6.

Maintain or improve prior years average occupancy rate - Brooms Head

≥45%

7.

Maintain or improve prior years average occupancy rate - Calypso

≥54%

8.

Maintain or improve prior years average occupancy rate - Iluka

≥40%

9.

Maintain or improve prior years average occupancy rate - Minnie Water

≥24%

10.

Maintain or improve prior years average occupancy rate - Wooli

≥42%

32

Clarence Valley Council

Quarter Quarter Quarter Quarter 1 2 3 4

81.50% 76.23% 71.86% 73.14% 50.25% 51.32% 35.92% 27.79% 84.09% 83.07% 80.82% 81.63% 66.67% 60.00% 73.33% 54.29% 55.56% 65.12% 52.31% 66.67% 17%

32%

44%

46%

44%

56%

68%

63%

47%

47%

44%

64%

11%

21%

22%

33%

36%

39%

47%

42%

Major projects Activity

Q1

Q2

Q3

1.

Investigate online booking and payment options for Holiday Parks

█

2.

Prepare a Business Development Strategy for Wooli Holiday Park

█

█

3.

Prepare a Business Development Strategy for Minnie Water Holiday Park

█

█

Q4

Status I

D

D

Operational Plan End of Year Report 2021/2022

Comment

New web site RFQ closes 21/7 as part of project. Fee structure now adopted and RMS integration in progress.

Further consultation on upgrade required to commence Q1 22-23 Further consultation on upgrade required to commence Q1 22-23

33

Natural Resource Management Responsible officer Manager Environment & Regulatory Services

How we measure our performance Key performance indicator

Measur Quarter Quarter Quarter Quarter e 1 2 3 4

1.

2882 High risk species inspected p/a

100%

34%

56%

66%

77% (2219 ha)

2.

3693km High risk corridors inspected p/a

100%

23%

43%

50%

78% (2880 km)

3.

190ha High risk species treated & controlled p/a

100%

715%

773%

786%

793% (1507 ha)

4.

857km High risk corridors treated & controlled

100%

39%

106%

143%

276% (2365 km)

5.

Rehabilitate 100ha of Council reserves

100%

27%

52%

77%

100% (100 ha)

6.

Response to requests for improved threatened species management (Koalas, Emus, Flying-fox) within 10 days

100%

100%

100%

100%

100%

34

Clarence Valley Council

Major projects Activity

Q1

Q2

Q3

1.

Aboriginal land management pilot project completed and reported

█

█

█

2.

Biodiversity Strategy priority actions 1.2, 1.4, 1.5, 2.2 implemented including identifying range of funding opportunities; design an assessment process to review compliance; Roadside Vegetation Management Plan

█

█

█

Q4

█

Status

Comment

I

Project not completed at 30 June 2022 due to range of unresolved challenges.

Assist with fire calendar produced for Baryugil and Malabugilmah communities.

Investigating opportunity to adjust.

I

Ongoing implementation of the CV Biodiversity Strategy being pursued and reviewed.

CVC Biodiversity Advisory Committee appointed.

█

I

Tropical Soda Apple and Groundsel bush programs completed in Q4. Other programs significantly impacted by wet weather in Q3.

Review 4 Vegetation Management Plans for Council reserves (Diggers Camp, Flinders Park, Minnie Water, Maclean Lookout)

█

I

Diggers Camp plan adopted

by Council

Flying-fox Habitat Restoration Program implemented to address conflict between urban areas and flying-foxes

█

I

Flying-fox influxes to Grafton and Blaxland Creek managed through Q3 and Q4.

Planning for Grafton camp response complete. Ongoing works in existing camps.

3.

Targeted Weeds Action Program (WAP) activities – Tropical soda apple, Groundsel bush, Mysore thorn & Giant rats tail grass

4.

5.

█

Operational Plan End of Year Report 2021/2022

35

Waste Services (Waste & Sustainability) Responsible officer Manager Environment & Regulatory Services

How we measure our performance Key performance indicator

Measure Quarter 1

Quarter 2

Quarter 3

Quarter 4

1.

Kerbside collection to landfill

<60%

59.40%

63%

63%

62%

2.

Recycling contamination rate

<6%

4%

3.10%

5%

3%

3.

Organics contamination rate

<3%

0.80%

1%

0.8%

0.7%

4.

Grafton regional landfill EPA licence breaches

0

0

0

0

0

5.

Environmental learning facility events p/a

>50

18

13 (31)

15 (46)

22 (68)

6.

Environmental learning facility event attendance p/a >1000

210

148 (358)

136 (494)

292 (786)

7.

Increase on prior years use of renewable energy

5%

0%

0%

0%

0%

100%

100%

100%

100%

100%

8.

36

Annual water consumptions levels maintained (5792ML) through ongoing community education

Clarence Valley Council

Major projects Q2

Q3

Q4

Status

Comment

Activity

Q1

1.

Engage a fixed term Sustainability Officer to implement the Community Energy and Emissions Reduction Strategy

█

2.

Develop and implement a water efficiency rebate policy

█

█

3.

Conduct a National Water Week activity and deliver Waterwise schools program water efficiency activities

█

█

█

4.

Prepare a Community Energy and Emissions Reduction Strategy action plan and establish key performance indicators to measure success

█

█

D

Recruitment of Sustainability Officer (see Activity 1 above) has delayed commencement.

Will commence in Q1 of 22/23.

5.

Develop and implement a water efficiency partner plan with Coffs Harbour Council to implement Water Efficiency Strategy Plan actions

█

I

6.

Construct Cell 4 of the Grafton Regional Landfill

█

█

Discussion with CHCC commenced and progress delayed due to COVID and inadequate resourcing by CHCC. Aim to complete in 22/23.

Tender endorsed in Q4 and project construction in 22/23

7.

Prepare concept designs for redevelopment of the Grafton & Maclean waste transfer stations

█

█

8.

Conduct the Domestic Waste Contract tender

█

█

█

I

Recruitment commenced in Q4. To complete in 22/23 (Q1).

I

Commenced. Goal to prepare new Policy in collaboration with Coffs Habour City Council (CHCC) not achieved due to inadequate resourcing by CHCC. Will prepare Policy independently in 22/23 unless resource allocated.

Delivered. Expansion of Waterwise program into preschools successful.

C

I I

Consultant appointed and project commenced in Q4.

Completion scheduled for Q1, 22/23.

I

Tenders received and assessment commenced. To be reported to Council in 22/23.

Operational Plan End of Year Report 2021/2022

37

Watercycle Responsible officer Manager Water Cycle

How we measure our performance Key performance indicator

Measur e

Quarter 1

Quarter 2

Quarter 3

Quarter 4

1.

Capital works projects delivered within projected contingency

100%

100%

100%

100%

100%

2.

Water quality sampling results in compliance with Australian Drinking Water Guideline

100%

100%

100%

100%

100%

3.

DWMS key management responses met for incidents outside ADWG health guide value

100%

¹

¹

1

1

4

Response time to supply failures: During work hours response rate – 2 hours from notification Out of work hours response rate – 3 hours from notification

95%

100%

100%

100%

100%

Comments/action ¹ N/A in quarter due no incidents

38

Clarence Valley Council

Major projects Activity

Q1

Q2

Q3

1.

Investigate external funding options for the Grafton Correctional Centre to Grafton Airport watermain extension to support emergency services activities

█

█

2.

Upgrade Wooli water extraction point to remove impacts on ultra-violet treatment system and allow for extraction in prolonged dry periods

█

█

█

3.

Renew Rushforth Road 32ml reservoir

█

█

█

4.

Complete the watermain renewal program following inspections in Ashby, Yamba and South Grafton

█

█

5.

Monitor and report outcomes of the Town Water Risk Reduction Program coordinated by the Department of Planning Industry and Environment (DPIE)

█

6.

Construct a 1.7ml reservoir at Lawrence

█

7.

Q4

Status

Comment

C

Grant received and reported to March Council meeting

I

Investigation and survey commenced. Design of new extraction point complete.

█

I

Rushforth Road site master plan received and was reported to Council April workshop. Stage 1 commenced.

█

█

I

Watermain renewal completed in Powell St Grafton; main renewal in High and Clarence St Yamba delayed due to weather

█

█

█

I

Manager Water Cycle appointed as member of DPIE’s Technical Assessments & Approvals Working Group

█

█

█

I

Upgrade water supply valves located on the Regional Water Supply scheme to enable remote operation

█

█

I

Reservoir construction complete. Ancillary work underway.

Actuated valves ordered

8.

Undertake air scouring of watermains in Iluka and Yamba

█

█

D

Work not completed.

9.

Transfer of the Nymboida Hydro scheme assets to Council

C

Transfer completed

█

Operational Plan End of Year Report 2021/2022

35

Floodplain & Estuary Management Responsible officer Manager Water Cycle

How we measure our performance Key performance indicator

Measure Quarter 1 Quarter 2 Quarter 3 Quarter 4

1.

Capital works delivered within contingency

100%

100%

2.

Clarence Valley Floodplain Risk Management Committee meets twice pa

100%

1 0 0 0 meeting meetings Meetings Meetings

3.

Outstanding customer requests greater than 15 days

<10%

¹

100%

¹

100%

1

100%

¹

Comments/action ¹ data unavailable

Major projects Activity

Q1

Q2

Q3

1.

Stage 2 & 3 Coastal Zone Management Plans prepared for whole LGA coastline

█

█

2.

Wooli Beach sand nourishment program

█

█

3.

Alumy Creek Levee upgrade

█

█

4.

Renewal of two outlets at Shark Creek

5.

Floodplain asset renewal program completed

█

Clarence Valley Council

Q4

Status

Comment

I

Stage 2 nearing completion. Project will continue into 2022/2023

D

Project deferred to 2022/2023

D

Council resolution 6e.21.014 to defer to 2022/2023

█

I

One outlet completed in Q1; second outlet deferred due to environmental & climatic issues

█

I

Asset renewal delayed due to wet weather in February and then March flood.

█

Regulatory Services - Ranger Operations Responsible officer Manager Environment & Regulatory Services

How we measure our performance Key performance indicator

Measure

Quarter 1

Quarter 2

Quarter 3

Quarter 4

1.

Companion animal rehoming rate

95%

95%

84%

88%

89%

2.

Increased pet registrations on prior year (x#)

5%

¹

¹

¹

‘

3.

'Dog on person' attack response rate – 4 hours

100%

100%

100%

100%

100%

4.

Straying cattle response rate – 4 hours

100%

100%

100%

100%

100%

5.

Roaming dog response rate – 2 day

90%

85%

90%

90%

85%

6.

Noise complaints response rate – 2 days

80%

80%

80%

80%

80%

7.

Pollution complaint response rate – 4 hours

100%

95%

100%

100%

100%

8.

Abandoned vehicle response rate – 5 days

80%

90%

90%

90%

90%

Comments/action ¹ data unavailable

Major projects Activity

Q1

Q2

Q3

Q4

Statu s

█

█

█

I

Comment

1.

Coordinate 3 microchipping days

2.

Operate freedom camper enforcement campaigns during peak holiday periods

█

█

█

█

C

Overnight parking in coastal areas enforced according to adopted program

3.

Companion animal pet registration campaign

█

█

█

█

D

COVID restrictions effectively prevented planned roll-out.

Merit of future campaigns to be reviewed in 22/23 as part of the Animal Control Strategy.

Operational Plan End of Year Report 2021/2022

Private veterinary practices undertaking this function at lower cost. Merit of future micro-chipping campaigns to be reviewed in 22/23 as part of the Animal Control Strategy.

37

Office of the General Manager Responsible officer General Manager

Key performance indicator

Measure Quarter 1 Quarter 2 Quarter 3 Quarter 4

1.

Correspondence response within 10 days

>90%

56%

44%

52%

TBA*

2.

10 Ordinary Council meetings

100%

3

2

2

3

3.

Business Papers available online 3 days prior to meeting

100%

100%

100%

100%

100%

4.

Host civic ceremonies

≥4pa

0

2

0

0

5.

Long Term Financial Plan variation

<10%

0

0

0

0

6.

Asset revaluations of ≥1 asset class

100%

1

1

1

1

*Data unable to be exported from the system at this time

Clarence Valley Council

Major projects Activity

Q1

Q2

Q3

Q4

Status

1.

Deliver an Induction and Professional Development program for the new council

█

█

█

█

C

Induction program developed and, implementation following delayed election.

2.

Coordinate monthly Committee and Ordinary meetings of council

█

█

█

█

C

2 council meetings held in Q3 due to no meetings in January. Committee meetings no longer held

3.

Deliver an annual program of civic events including citizenship ceremonies & Australia Day activities

█

█

█

█

C

Australia day awards held in Yamba

4.

Facilitate preparation of a 3year Delivery Program for the term of the council

█

█

C

Adopted by Council in June 2022

5.

Undertake annual review of the Asset Management Strategy

█

█

C

Adopted by Council in June 2022

6.

Produce the Long Term Financial Plan

█

█

C

Adopted by Council in June 2022

Operational Plan End of Year Report 2021/2022

Comment

39

Corporate & Governance Responsible officer Director Corporate & Governance

How we measure our performance Key performance indicator

Measure Quarter 1 Quarter 2 Quarter 3 Quarter 4

1.

Directorate correspondence response within 10 days

>90%

50%

53%

56%

TBA*

2.

Audit Risk & Improvement Committee (ARIC) meets quarterly

100%

1

1

1

1

3.

Complaint response/resolution within 15 days

100%

100%

100%

100%

100%

*Data unable to be exported from the system at this time

Clarence Valley Council

Major projects Activity

Q1

Q2

1.

Prepare and deliver end of term reporting for 2016-2021 elected council

█

2.

Prepare a revised 10-year Community Strategic Plan

█

3.

Prepare a process improvement and risk mitigation internal audit program

█

4.

Review constitutions and establish governance framework for advisory and delegated committees (s355) of Council

█

5.

Prepare Council's Disaster Resilience Framework

█

6.

Annual report of activities by the Audit Risk & Improvement (ARIC) Chair

Q3

Q4

Status C

█

█

Operational Plan End of Year Report 2021/2022

Comment

Completed and on website

C

Completed and adopted by Council in May 2022

C

Completed and adopted by Council

C

Completed

C

Completed

C

Completed

41

Finance & Procurement Responsible officer Manager Finance & Systems

How we measure our performance Key performance indicator

Measure Quarter 1 Quarter 2 Quarter 3 Quarter 4

1.

Investment return exceeds Ausbond Bank Bill Index

100%

100%

100%

100%

100%

2.

Rates Notices received electronically

15%

22%

23%

23%

24%

3.

Variation to adopted budget (net result)

<10%

<10%

<10%

<10%

<10%

4.

Business payment terms met (30 days)

100%

100%

100%

100%

100%

5.

Quarterly rates and annual charges issued

100%

100%

100%

100%

100%

6.

Contracts register updated monthly

100%

100%

100%

100%

100%

Clarence Valley Council

Major projects Activity

Q1

Q2

Q3

Q4

1.

Create and implement a Financial Management Strategy that ties existing policies together

█

2.

Implement software solutions to enable an increased range of online payment options

█

3.

Complete the Annual Financial Statement

4.

Upgrade corporate finance systems enabling greater automation

5.

Investigate scope and implement a Grants Management system

█

█

I

6.

Develop the annual budget for the following year

█

█

C

7.

Conduct 6 monthly Contractor engagement workshops

█

8.

Implement Rates & Water database reporting automation to support efficiencies in decision making

9.

10.

Status

Comment

D

Deferred to 22/23

█

D

Deferred to 22/23

█

█

C

█

█

C

Scoping complete, system configured. Implementation scheduled for 22/23

█

D

Delayed due to COVID restrictions. Will be delivered in 22/23.

█

█

D

Investigations underway, will be completed in 2022/23

Implement Optical Character Recognition software to automate accounts payable processing and minimise risk of fraud

█

█

I

Scheduled for Completion in 2022/23

Complete a strategic procurement review

█

█

D

Deferred to 22/23

Operational Plan End of Year Report 2021/2022

43

Information & Corporate Systems Responsible officer Manager Finance & Systems

How we measure our performance Key performance indicator

Measure Quarter 1 Quarter 2 Quarter 3 Quarter 4

1.

Internet downtime

<2%

1.5%

1.2%

1%

1%

2.

Core Server availability

>98%

99%

99%

99%

99%

Clarence Valley Council

Major projects Activity

Q1

Q2

Q3

Q4

1.

Rushforth Road Radio link upgrade for disaster recovery complete

█

C

2.

Upgrade communications infrastructure between Prince Street and Koolkhan depot

█

C

3.

Upgrade audio conferencing system at 2 Prince Street Administration Centre

█

█

C

4.

Implement NSW Government DA planning portal and integration with corporate systems

█

█

C

Phase 1 complete. Phase 2 scheduled for 22/23.

5.

Develop a governance control framework to improve security of systems and information

█

I

Governance work on security of systems commenced in Q3 and will continue for next 6 months.

6.

Decommission end of life Telstra ISDN system and implement new phone system

█

I

7.

Migrate copper phone services to NBN services

█

C

8.

Deliver corporate system dashboards for improved information management and reporting

█

D

Operational Plan End of Year Report 2021/2022

Status

Comment

Scheduled for Completion in 2022/23. Delayed due to flooding disaster

Ongoing process as all services to be transferred.

Migration scheduled created and current year program complete. Delayed due to flooding disaster Deferred to 22/23

45

Corporate Governance & Customer Services Responsible officer Manager Organisational Development

How we measure our performance Key performance indicator

Measure

Quarter 1

Quarter 2

Quarter 3

Quarter 4

1.

GIPA response within 20 days

100%

100%

100%

100%

100%

2.

Complaint response/ resolution < 15days

100%

100%

100%

100%

100%

3.

Quarterly declaration by designated persons review

100% 100%

100%

100%

100%

4.

Legal activity reported quarterly

100%

100%

100%

100%

100%

5.

Customer service calls answered within 30 seconds

85% 66%

30%

55%

57%

6.

First point of resolution - call centre

70%

47%

96%

85%

85%

7.

First point of resolution - counter services*

65%

56%

No data

No data

No data

8.

Front counter customer satisfaction

80%

97%

86%

86%

85%

9.

Request for Information response < 10 days

100%

100%

100%

100%

100%

Clarence Valley Council

Major projects missing a page Activity

Q1

Q2

Q3

1.

Develop a Governance Framework

█

2.

Prepare the Annual Report

█

3.

Implement Reliansys (software) for management of actionable delegations, policy review and the legislative compliance framework

█

4.

Establish a business improvement framework to ensure identification and critical analysis of meaningful projects that have strategic value to the organisation

█

5.

Complete four Statewide (insurer) Continuous Improvement Plans for improved risk management: Stormwater, Trees, Waste & Claims management

█

6.

Review the insurance policy

7

Investigate customer relationship management software solutions

Q4

Status

Comment

C

Completed – being internally review

█

C

Completed

█

I

Pause in implementation due to reviewing project and looking at alternatives

C

Internal Auditing Officer in place to monitor this and Service Review Framework in place for 22/23 and three years after this

C

Completed

I

Commenced

I

In progress

█

█ █

Operational Plan End of Year Report 2021/2022

47

People, Culture Safety & Risk Responsible officer Manager Organisational Development

How we measure our performance Key performance indicator

1.

First Nations staff ratio

2.

Measure Quarter 1 Quarter 2 Quarter 3 Quarter 4

5%

5.30%

Unplanned absence rate*

<4%

¹

3.

Newstarter (< 12mths) turnover rate

<9%

0

4.

Lost time injury frequency rate (Safework Standard)

<12.8

8

5.

Lost time injury severity rate (hours/claim)

<12

6.

Annual testing of the Business Continuity Plan

100%

5.55%

¹

5.73%

19%

5.73%

¹

1.03%

0.84%

0

8

¹

8

38

¹

37

²

²-

²-

²-

10.3

Comments/action ¹ data unavailable ² not conducted during the quarter *percentage of leave taken that can not be planned e.g. sick, carers, jury, climatic circumstances (eg flood) . Due to increased sick leave in regard to NSW Government COVID guidelines and flooding events the percentage has been significantly increased for this quarter.

Clarence Valley Council

Major projects Activity

Q1

Q2

1.

Establish a staff induction and orientation program for new staff to drive engagement and retention

█

█

2.

Conduct a Work Health Safety management plan audit

█

3.

Conduct a staff engagement survey and implement improvement action plan

█

4.

Q3

Q4

Status I

█

C

█

C

█

█

Implement a safety software solution for management of reporting and resolution of incidents

█

█

C

5.

Investigate a risk management software solution to manage and reduce organisational risk

█

█

C

6.

Investigate and implement an employee performance & development management software solution

█

█

█

7.

Develop a volunteer management framework

█

█

8.

Upgrade HRP (Human Resource & Payroll) corporate system module to deliver efficiency and mitigate risk

█

█

9.

Evaluate implementation of the workforce management strategy 2021/2025

█

Operational Plan End of Year Report 2021/2022

C

C

C

Comment

Additional work is being done in 22/23 to enable induction to be done via the online CIA module

Survey completed – implementation plan being created for staff engagement Implementation of Vault will continue over 2022/2023

Risks will be managed using Tech One and planned to be in place with IP&R software in 2022/2023 Module in place and implementation change management plan

Draft completed for internal review and for Council and feedback Update for 21/22 completed – continue into 22/23 FY

C

49